MOMENTUM 
WHERE IT
MATTERS
SUSTAINABILITY REPORT 20 2 2

ICTSI SUSTAINABILITY REPORT 2022
2
MOMENTUM 
WHERE IT
MATTERS
SUSTAINABILITY REPORT 20 2 2
About our cover
Standing in the middle of the horizon, 
ICTSI locates its purpose between landside 
logistics and shipping: serving stakeholders 
within the value chain and the larger 
community of each port.
For this ICTSI Sustainability Report 2022, 
we have focused on momentum where 
it matters: ICTSI’s strategic application 
of Company resources and willpower to 
very carefully selected high-impact areas. 
We share the momentum in growing our 
competencies in tracking, supporting—and 
wherever possible, accelerating—progress 
across the key EESG areas and the various 
spheres of our stakeholder groups.
Within the dynamic interplay of 
stakeholder needs, climate change, 
resiliency challenges, and digital 
transformation's complex and vital role, 
we are building on the gains made during 
the first half decade (2017-2021) of ICTSI’s 
sustainability reporting.

ICTSI SUSTAINABILITY REPORT 2022
Contents
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CONTENTS
E N VI RO N M E N T 	
Our approach to Climate Change concerns
Performance areas and positive results
   Environmental Management Systems
   Lowering carbon emissions
   Resource use
      Energy
      Water
   Waste
   Biodiversity
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51
01
G OVE RN A N C E 	
Corporate governance
Compliance as a core value
Ethics and Integrity
   Grievance mechanisms and fraud reporting
Supply Chain
IT Governance / data privacy and security
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E C O N O M Y
The Upside After a Downturn
Economic Contributions
Strengthening our  Financial Position
Building dynamic trade gateways
Responsible Tax Management
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59
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S O C I A L
Customer Engagement and Satisfaction
Health and Safety
   Health and safety leadership and accountability
   Hazard identification, risk assessment, and incident investigation
   Contractor safety management
   Workforce engagement
   Emergency management and response
   OHS Trainings
   Healthcare and promotion services
   Safe and secure ports for all
Employees
   Employment and Benefits
      Hiring and Employment
      Wages and Benefits
      Work-life balance / Leaves
   Labor practices
      Freedom of association and collective bargaining agreements
      Labor-management relations
   Modern Slavery
   Diversity and equal opportunity
   Learning and development
   Corporate Citizenship (Community Relations and Initiatives)
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03
Global Operations Map
Our Sustainability Journey 
Chairman's Message
About ICTSI
A lever for value creation
Building Momentum on our ESG Course
ESG strategy and governance
Commitments and Partnerships
Our 2022 Report
About this report
Framework and Standards
Materiality
Stakeholder Identification and Engagement
Human Rights in this Report
Notes
GRI content index
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Contact points
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ICTSI SUSTAINABILITY REPORT 2022
Chairman’s Message
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For International Container Terminal Services, 
Inc. (ICTSI), it’s never ‘business as usual.' 
We’ve taken our regulatory compliance, our 
efforts to uplift the economy, and the care 
we show the environment as well as our host 
communities to the next level. We did these 
not only by using time-tested holistic methods 
but crafting the kind of ideas and innovations 
we can proudly call our own.
This is why sustainability’s progress, we 
believe, begins with a values-approach 
method to doing business. These principles 
rise above the traditional public-private 
business model, forging partnerships that 
foster our stakeholders' active participation. 
This means we will stop at nothing to serve 
our employees, investors, customers, 
suppliers, and host communities through 
development strategies that assure the 
steady growth of sustainable ICTSI terminals. 
No ifs, no buts.
Chairman’s 
Message

ICTSI SUSTAINABILITY REPORT 2022
Chairman’s Message
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9
As such, we’ve expanded the notion of 
waiting for the future to rewriting the 
future. In response to global trade growth 
both in the short- and long-term, ICTSI 
has set in motion strategies designed to 
make economies affected by COVID-19 
‘contagion-proof.’ The pandemic has 
taught us multiple lessons in advanced 
risk management, thus equipping 
us with the skill and proficiency to 
safeguard our terminals.
I am proud to note that our care for the 
planet is moving exponentially. Based on 
the Company’s mission-critical strategy, our 
new primary directive is to build a terminal 
portfolio of green ports. As a result, our 
flagship Manila International Container 
Terminal (MICT) was certified recently by 
the APEC Port Network Green Port Award 
System as a “green port.”
The award validates the work we do on 
the matter of ecological protection and 
efforts at decarbonization. Our terminal 
in Manzanillo also became the first in the 
Mexican port industry to be certified carbon 
neutral. This is our second carbon-neutral 
certification in the Americas after our 
terminal in Guayaquil, Ecuador.
Enrique K. Razon Jr.
Chairman & President
The planned deployment of hybrid, eco-friendly 
container handling equipment at MICT’s Berth 
8, part of the Company’s greening strategy, 
will be bolstered by a terminal design suited 
for new-generation container ships with 
capacities of up to 18,000 TEUs. We are also 
spearheading a similar plan to expand our 
Melbourne terminal two-fold and transform it 
into a pioneering green port in Australia.
We maintained our good marks in governance 
after we improved and globalized five important 
policies to reinforce our corporate standards: 
Supplier code of business conduct, health 
and safety, anti-bribery, diversity and equal 
opportunity, and fraud reporting. These 
policies align with values that promote a better 
working environment, especially human rights, 
labor, anti-corruption, and the health of our 
valued personnel.
All these align with ICTSI’s recent 
membership to the United Nations 
Global Compact. This UN platform allows 
companies and stakeholders to adopt a 
principles-based approach to commerce 
and industry through sustainable and 
social policies, including implementing and 
reporting these policies.
We walk the talk.
We appointed Christian R. Gonzalez, 
Executive Vice President, as concurrent 
Chief Sustainability Officer. His job is to 
set the tone and pace of the varying ESG 
programs from top to bottom. Having led 
efforts to assist the private sector during 
the pandemic, Mr. Gonzalez puts him in 
a pivotal position to steer our ESG and 
sustainability plans in the coming years.
Standing firmly within the values-based 
business method is a worthwhile 
experiment ICTSI is honored to be a 
part of. While further challenges loom 
over the horizon, it stands to reason 
for ICTSI to move, adapt and thrive 
under whatever circumstance and 
socioeconomic environment.
This is why in ICTSI, we believe more in 
nurturing “active zones” than comfort 
zones. We move forward with well-managed 
thrust where it matters.
While further challenges 
loom over the horizon, it 
stands to reason for ICTSI to 
move, adapt and thrive under 
whatever circumstance and 
socioeconomic environment

ICTSI SUSTAINABILITY REPORT 2022
GLOBAL OPERATIONS MAP
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11
     THE AMERICAS
1.	
Contecon Manzanillo
	
Manzanillo, Mexico
2.	 Tuxpan Maritime Terminal
	
Veracruz, Mexico
3.	 Puerto Cortés
	
Cortés, Honduras
4.	 Puerto Aguadulce
	
Buenaventura, Colombia
5.	 Contecon Guayaquil
	
Guayaquil, Ecuador
6.	 TecPlata
	
Buenos Aires, Argentina
7.	
Rio Brasil Terminal
	
Rio de Janeiro, Brazil
8.	 iTracker
	
Rio de Janeiro and Barra 
Mansa, Brazil
9.	 Tecon Suape
	
Pernambuco, Brazil
	
EUROPE, THE MIDDLE EAST & AFRICA
10.	 Adriatic Gate Container Terminal
	
Rijeka, Croatia
11.	 Baltic Container Terminal
	
Gdynia, Poland
12.	 Batumi International Container
	
Terminal
	
Adjara, Georgia
13.	 Basra Gateway Terminal
	
Umm Qasr, Iraq
14.	 Pakistan International 
	
Container Terminal
	
Karachi, Pakistan
15.	 Onne Multipurpose Terminal
	
Port Harcourt, Nigeria
16.	 Kribi Multipurpose Terminal
	
Kribi, Cameroon
17.	 Matadi Gateway Terminal
	
Kongo Central, D.R. Congo
18.	 Madagascar International 
Container Terminal
	
Toamasina, Madagascar
	
ASIA PACIFIC
19.	 Yantai International 
	
Container Terminals
	
Shandong, China
20.	Motukea International Terminal
	
Port Moresby, Papua 
	
New Guinea
21.	 South Pacific International 
Container Terminal
	
Lae, Papua New Guinea
22.	Tanjung Priok Berths 300-303
	
Jakarta, Indonesia
23.	East Java Multipurpose Terminal
	
Lamongan, Indonesia
24.	Victoria International Container 
Terminal
	
Melbourne, Australia
Philippines
25.	Manila International Container 
Terminal
26.	NorthPort
27.	 Manila Harbor Center
28.	Cavite Gateway Terminal 
Tanza, Cavite
29. Subic Bay International 
	
Terminals (NCT 1 and 2) 
Olongapo City
MOMENTUM
WHERE IT
MATTERS
30.	Laguna Gateway Inland 
	
Container Terminal 
Calamba City
31.	 Bauan International Port 
Bauan, Batangas
32.	Mindanao Container Terminal 
Tagoloan, Misamis Oriental
33.	Makar Wharf 
General Santos City
Corporate Offices
Manila, Philippines
Asia Pacific
Manila, Philippines
Americas
Panama City,
Panama
Europe, 
the Middle East 
and Africa (EMEA)
Dubai, United Arab Emirates
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25 - 33
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ICTSI SUSTAINABILITY REPORT 2022
Our Sustainability Journey
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Our 
Sustainability
Journey
2022 Portfolio*
Existing Operations
	
p Manila International Container Terminal (MICT), Manila, Philippines
	
p Subic Bay International Terminals / Subic Bay International 
Terminal Corp. (SBITC), New Container Terminals 1 & 2, Subic Bay 
Freeport, Philippines
	
p NorthPort / Manila North Harbour Port, Inc. (MNHPI), Manila Philippines
	
p Cavite Gateway Terminal, Inc. (CGT), Tanza, Philippines
	
p Laguna Gateway Inland Container Terminal, Inc. (LGICT), 
Calamba, Philippines
	
p Bauan International Port, Inc. (BIPI), Bauan, Philippines
	
p Mindanao Container Terminal / Mindanao International Container 
Terminal Services, Inc. (MICTSI), Misamis Oriental, Philippines
	
p South Cotabato Integrated Port Services, Inc. (SCIPSI), Gen. Santos 
City, Philippines
	
p Tanjung Priok Berths 300-303 / PT PBM Olah Jasa Andal (OJA), 
Tanjung Priok, Jakarta, Indonesia
	
p Victoria International Container Terminal Ltd. (VICT), 
Melbourne, Australia
	
p South Pacific International Container Terminal Ltd. (SPICTL), 
Papua New Guinea
	
p Motukea International Terminal Ltd. (MITL), Papua New Guinea
	
p Yantai International Container Terminals Ltd. (YICTL), Shandong, China
	
p Operadora Portuaria Centroamericana S.A. de C.V. (OPC), 
Cortes, Honduras
	
p Sociedad Puerto Industrial de Aguadulce S.A. de C.V. (SPIA), 
Buenaventura, Colombia
	
p Contecon Manzanillo S.A. de C.V. (CMSA), Colima, Mexico
	
p Contecon Guayaquil S.A. de C.V. (CGSA), Guayas, Ecuador
	
p Tecon Suape S.A. (TSSA), Pernambuco, Brazil
	
p TecPlata S.A. (TECPLATA), Buenos Aires, Argentina
	
p Rio Brasil Terminal (RBT)/ ICTSI Rio Brasil Terminal 1 S.A.,                             
Rio de Janeiro, Brazil
	
p Adriatic Gate Container Terminal JSC (AGCT), Rijeka, Croatia
	
p Baltic Container Terminal Ltd. (BCT), Gdynia, Poland
	
p Basra Gateway Terminal (BGT) / ICTSI (M.E.) DMCC, Umm Qasr, Iraq
	
p Batumi International Container Terminal, Ltd. (BICTL), Adjara, Georgia
	
p Madagascar International Container Terminal Services, Ltd. (MICTSL), 
Toamasina, Madagascar
	
p Pakistan International Container Terminal Ltd. (PICT), Karachi, Pakistan
	
p Matadi Gateway Terminal (MGT) / ICTSI DR Congo S.A., 
Matadi, D.R. Congo 
New Projects Secured
	
p Manila Harbor Center Port Services, Inc. (MHCPSI), Manila, Philippines
	
p Kribi Multipurpose Terminal S.A. (KMT), Kribi, Cameroon
	
p Onne Multipurpose Terminal (OMT) / International Container Terminal 
Services Nigeria Ltd. (ICTSNL), Port Harcourt, Nigeria
	
p I-Tracker Logistica Inteligente / IRB Logistica Ltda. (I-Tracker), Rio de 
Janeiro and Barra Mansa, Brazil
	
p East Java Multipurpose Terminal / PT East Java Development (EJMT), 
Lamongan, Indonesia 
Greenfield Project
	
p Tuxpan Maritime Terminal (TMT), Veracruz, Mexico
*As of January 31, 2023
About ICTSI
We are International Container Terminal 
Services, Inc. (ICTSI), the largest independent 
terminal operator across six continents. We 
acquire, develop, and operate marine and 
inland container ports and multipurpose 
terminals worldwide. 
Strategically partnering with governments that 
seek to optimize operations by privatizing their 
Our Purpose
To make ports around the world drivers of positive 
change and sustainable growth.
At ICTSI, we work tirelessly to develop and operate 
efficient and sustainable port facilities and to deliver 
the highest possible benefits to our stakeholders and 
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 by many of the same 
founding values underpinning our sustainable 
approach to growing our business and our host 
economies. Our five values guide our behavior and 
form the foundation of our purpose:
	
p Respect for all. We place the utmost importance 
on safety, community, and diversity. The well-being 
and health of all our stakeholders are our number 
one priority. We strive to have the highest standards 
to ensure our people and stakeholders are safe, 
respected, and treated fairly.
	
p 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.
	
p 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.
	
p Tenacity. Our people work tirelessly with utmost 
determination to achieve their goals and deliver 
on commitments to partners, shareholders, host 
communities, and the environment.  
	
p Passion. We are pioneers in an industry with deep 
linkages to the host economies and communities 
we operate. Our people relish the challenge of 
exploring new opportunities, operating terminals, 
creating sustainable benefits for our host 
communities, and protecting the environment while 
also delivering returns to our shareholders.
maritime port holdings, we develop and operate terminals 
through long-term concession agreements or public-private 
partnerships (PPP) between local port authorities and the 
Company or its subsidiaries. 
Through these partnerships, we leverage strong domestic 
and international trade to support our host communities 
and nations toward their sustainable development goals. 
Incorporated in the Philippines, our Company has principal 
offices at the ICTSI Administration Building, Manila 
International Container Terminal, South Access Road, Port 
of Manila, Manila, Philippines. We have been publicly listed 
on the Philippine Stock Exchange (PSE) since March 1992. 
As of the end of 2022, our operations are the most 
geographically diverse among global terminal operators, 
covering Asia Pacific, the Americas, and Europe-Middle 
East-Africa (EMEA). ICTSI counts 33 terminals in 20 
countries across six continents and employs 10,681 people.
CMSA relaunches Carrera Contecon in 2022, where 
people of all ages joined the "Run for Education" to 
repair school buildings damaged by natural disasters

A lever for value creation
Each ICTSI terminal represents a powerful tool for 
generating value. Our focus is on providing cargo handling 
and related services within the transportation industry, 
and we have built a portfolio of marine and inland gateway 
terminals in both mature and emerging markets. These 
terminals have annual throughputs ranging from 50,000 
TEUs to 3.5 million TEUs. 
Behind every lift we perform, value begets value as the 
worth we create for our stakeholders' links to the service 
we contribute to the industry. 
We accomplish positive and transformative impacts for 
our people, host communities, and various stakeholders 
through the practical outworking of sustainability 
principles enabled and magnified by innovation and digital 
transformation. 
We take a long view of value creation with port partnership 
agreements that cover long-term concessions—17 
years on average. In the daily operational context of 
our terminals, we are a “pure ports” player, a truly 
independent international port business with no shipping 
or consignee-related interests able to work and transact 
transparently with any stakeholder in the port community. 
We serve commercial customers and port users such as 
shipping lines, cargo owners and shippers, landside (port 
hinterland) logistics players and independent brokers, along 
with freight forwarders, especially trucking companies and 
truck drivers; government agencies, primarily customs 
authorities in the territories where we operate; and industry 
groups such as trucking associations with satellite offices 
or operations within the port premises.
2022
Performance Highlights
2021
2022
REVENUES FROM OPERATIONS
(Gross revenues from port operations)
USD1.87
USD2.24
BILLION
TOTAL CARGO HANDLED
11,163,473
TEUs
BILLION
12,216,190
TEUs
TOTAL CAPITALIZATION
DEBT
USD2.15
USD2.47
BILLION
BILLION
EQUITY
USD1.51
USD1.73
BILLION
BILLION
Container stripping
and stuffing
Cargo storage
Vessel and
Container Handling
Services for
refrigerated
containers or reefers
Weighing 
Roll-on/roll-off
Bulk and General
Cargo Handling
Beyond compliance with laws and 
regulations, we establish cooperation 
and mutual support with the local and 
national authorities.
Public Sector / 
Governments
Host Communities
We take pride in sustaining a shared purpose with the populace in our 
proximity as we work with them for the common good.
Shareholders and Creditors
Efficiency, value creation and growth are top-of-mind matched 
with a commitment to innovation and sustainability.
Port Users
More than just passing through, our customers form 
the strongest link in a value chain that embraces the 
world. The efficiency and reliability of our services 
ensure that their businesses grow.
Trade Unions and Industry Associations
We protect the livelihood and well-being of the people 
we work side-by-side with on a daily basis as we rely 
on our partners to keep our industry moving.
Employees 
It’s not the machines, but our people, 
who do the heavy lifting, ensuring 
the continuous improvement of our 
processes, services, and initiatives. 
In turn, the company supports their 
development, safety, and well-being.
Suppliers
We don’t complete our 
businesses and services 
in isolation. A circle of 
suppliers supports us, and 
together we build on mutual 
trust, collaborative worth, 
and a shared goal.
Our Sustainability Journey
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ICTSI SUSTAINABILITY REPORT 2022
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ICTSI SUSTAINABILITY REPORT 2022
Our Sustainability Journey
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In 2022, geopolitical turmoil, persistent 
inflation, an impending recession, and the 
worsening effects of climate change have 
created new challenges for managing 
both short-term risks and long-term 
sustainability goals. 
We are continuing to identify emerging 
trends in the sustainability landscape 
that are expected to significantly 
impact a diverse range of stakeholders, 
including companies, investors, workers, 
communities, regulators, and policymakers. 
This list builds on the trends we identified 
in 2022, with many expected to remain 
relevant in 2023. 
These trends reflect the complex balancing 
act that stakeholders will face in weighing 
various, often competing, interests. For 
instance, the long-term goal of transitioning 
to sustainable energy sources must to be 
balanced against short-term considerations 
like energy affordability and security. 
Similarly, progressive employment practices 
implemented in response to COVID-19 
will be tested by cost-cutting measures 
necessitated by the economic uncertainty. 
This tension between opposing forces will 
likely define sustainability discussions and 
decision-making throughout 2023.
Sustainable efforts, 
sustainable operations
Environment, social, and governance 
(ESG) practices and policies are central 
to the DNA of our global operations. 
Every terminal has been delivering on 
sustainability efforts that have come a long 
way in leaving a mark in international trade 
and responding and adapting to the needs 
of our stakeholders – be it our employees, 
host communities, the government, 
investors or creditors, and customers, 
among others. 
This is where ICTSI’s strength lies. For 
this reason, we continued to operate for 
three decades on, and contribute to, the 
economic development of host nations with 
high-income and low-income economies. 
We have already seen the value of 
delivering ESG initiatives in our business. 
Thus, we continue to commit, not only 
because financial performance remains 
part of the momentum, but we are aware of 
our role as a good global citizen. 
In 2022, more valuable efforts were made 
to manifest our commitment. 
	
p ICTSI improved and globalized five 
(5) important policies to ensure a 
more stable corporate governance 
and keep our stakeholders in check. 
These policies are the Supplier Code 
of Business Conduct, the Global 
Health & Safety Policy, a strengthened 
Anti-Bribery Policy, the Diversity and 
Equal Opportunities Policy, and a Policy 
on Fraud Reporting.
	
p ICTSI innovated our customer 
experience and promoted transparency 
through a digital application where 
monitoring real-time updates of 
shipments or getting access to shipping 
information from the concerned terminal 
became possible.
	
p In Mexico, CMSA became the 
first carbon-neutral certified port 
in the country, highlighting the 
company’s efforts in managing our 
greenhouse gas emissions through 
reductions and offsets. 
	
p ICTSI terminals strengthened their 
community engagement and social 
responsibility through programs 
that respond to society's pressing 
issues, including hunger, malnutrition, 
inequalities in education, and health 
concerns, among others.
Momentum beyond 
sustainability initiatives 
The global landscape has evolved 
significantly in the wake of the COVID-19 
pandemic, presenting new challenges for 
international businesses. These include 
the fluctuating foreign trade market, 
geopolitical tensions, and the urgent 
need to address climate change and 
other environmental issues. At ICTSI, we 
understand the importance of adapting 
to these changes and keeping up with 
evolving global standards and regulatory 
practices, which are crucial to sustainability 
reporting.
We also recognize that stakeholders 
increasingly demand transparency 
regarding companies' impacts on human 
rights. To meet this demand, we have 
taken a proactive approach by adopting 
the latest Global Reporting Initiative 2021 
Standards ahead of the recommended 
2023 implementation. By integrating 
transparency on human rights into 
our sustainability reporting, we are 
demonstrating our commitment to ethical 
and responsible business practices that 
go beyond just reporting on sustainability 
initiatives.
We also understand the importance of 
taking feedback from our customers, 
stakeholders, and the broader community 
seriously to create the most significant 
impact, even as we work toward setting our 
ambition, goals and targets to improve on  
areas where we have the most impact. 
By looking to industry standards and best 
practices of leading enterprises, we are 
committed to driving meaningful progress 
towards a sustainable future. We believe 
that by incorporating stakeholder feedback 
and leveraging the best practices of others, 
we can make a tangible and lasting impact 
on the world around us.
Building Momentum                                  
on our ESG Course

ICTSI SUSTAINABILITY REPORT 2022
Our Sustainability Journey
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Cautious 		
	
optimism ahead
With cautious optimism ahead, we 
remain committed to our mission of trade 
and are continuously inspired by our 
stakeholders. Our multinational operations 
and multicultural workforce have fostered 
a strong corporate culture of knowledge 
- sharing and learning. We are proud 
to operate sustainably and address the 
challenges of climate change with solid 
momentum. Our priority is to provide our 
employees with a healthy work environment 
that supports their growth and quality 	
of life.
We are dedicated to replicating best 
practices across our operations. We strive 
for increasingly sustainable practices that 
positively impact the economy, governance, 
environment, customers, employees, host 
communities, and society. Our sustainability 
reporting since 2018 highlights these key 
areas and we continuously improve our 
compliance with global guidelines and 
standards. We will carry forward these 
sustainable practices as we expand and 
strive for improvement.
The positive operational and financial performance of ICTSI reflects our commitment to operating sustainably.  
ICTSI's Mexican subsidiary, Contecon Manzanillo, recently achieved a new milestone with the handling of its 
seven millionth TEU
ESG strategy and 
governance
The global community increasingly 
recognizes the urgent need to address 
climate change and promote sustainable 
development. As a transnational 
organization, ICTSI acknowledges its 
responsibility to operate in a sustainable 
and socially responsible manner. The 
company believes that it has an important 
role to play in addressing these issues and 
has committed to be a leader in sustainable 
development. 
Firmly rooted in Our Purpose and Values, 
we recognize that it is not only important to 
operate in a sustainable manner but also 
to be a leader in promoting sustainable 
practices within the industry and the 
communities in which we operate. The 
Company is committed to playing a 
proactive role in promoting good corporate 
governance and sustainable practices. 
This includes promoting transparency 
and accountability, reducing our carbon 
footprint, and ensuring the well-being of our 
employees and the communities in which 
we operate. 
ICTSI's commitment to sustainable 
development is reflected in our operations 
and business practices. The Company 
has adopted a number of sustainability 
initiatives, such as investing in renewable 
energy, implementing waste reduction 
and recycling programs, and promoting 
employee health and safety. It also helps 
to work closely with our stakeholders, 
including our customers, employees, and 
local communities, so that we understand 
their needs and concerns, which ultimately 
enables us to develop programs and 
initiatives that address their issues. 
Our ESG framework consists of four 
pillars: Environment, Economy, Social, 
and Governance. These pillars represent 
the key areas of ESG consideration that 
the Company needs to address to be 
sustainable and responsible. 
1.	 Environment: This pillar refers to the 
impact of our organization's activities 
on the natural environment. It includes 
issues such as climate change, 
greenhouse gas emissions, energy and 
water consumption, waste and pollution, 
and biodiversity. Environmental factors 
are important because they affect the 
planet's and its inhabitants' health 
and well-being, and its impact on our 
business. ICTSI considers communities 
as its partners in contributing to the UN 
Sustainable Development Goals.
2.	 Economy: This pillar refers to 
the financial implications of our 
organization's economic performance 
and contributions. This includes the 
economic value we're generating as 
a business and our indirect economic 
impacts, tax management, and 
general disclosures on compliance 
and regulations.
3.	 Social: This pillar refers to the impact of 
an organization's activities on society 
and its stakeholders. It includes issues 
such as labor practices, human rights, 
community engagement, health and 
safety, and customer privacy. Social 
factors are important because they 
affect people's quality of life and 
well-being. Also included are issues 
on employment and benefits, diversity 
and equal opportunity, customer 
engagement and satisfaction, and 
community relations and initiatives.
4.	 Governance: This pillar refers to how an 
organization is governed and managed, 
including its corporate structure, policies 
and practices, and ethics and integrity. 
It includes issues such as board 
composition, executive compensation, 
risk management, transparency, 
and material topics on procurement 
and supply chain management, IT 
governance and data privacy and 
security. Governance factors are 
important because they affect the 
accountability, transparency, and 
long-term viability of the organization.
EESG factors are interconnected and 
interdependent. These affect ICTSI's 
ability to create long-term value for 
our stakeholders. By addressing these 
pillars, the Company enhances resilience, 
reputation, and financial performance, 
while contributing to a more sustainable 
and equitable world.
To further our efforts towards operating 
more sustainably, our management
implemented the following changes:
	
p A Board-level committee was created 
in 2020 to specifically address ESG 
issues, risks, and concerns.
	
p A Chief Sustainability Officer was 
appointed to champion sustainability 
within the ICTSI Group.
	
p Programs, which include more 
comprehensive monitoring of our 
company’s environmental impact, 
were duly executed.
	
p Lastly, we revamped and enhanced 
our reporting processes on critical 
sustainability issues and plan to release 
regular reports that focus preliminarily 
on legal and compliance, governance, 
and human resources, to improve other 
processes in the years to follow.
To deliver on our ESG strategy, we have 
continuously redefined our leadership 
functions and responsibilities to strengthen 
ICTSI’s ESG approach to sustainability and 
our key priorities and focus areas.

ICTSI SUSTAINABILITY REPORT 2022
Our Sustainability Journey
20
21
Chief Sustainability Officer. In June 2022, 
the Board of Directors established the 
office of the Chief Sustainability Officer 
and appointed Christian R. Gonzalez as 
CSO, concurrent with his role as ICTSI 
Executive Vice President and President 
of the ICTSI Foundation. As CSO, Mr. 
Gonzalez is the overall champion of ESG 
and sustainability in the ICTSI Group. He 
is responsible for overseeing the Company 
sustainability strategies and initiatives, 
ensuring that they align with the Company 
purpose and values. These support ICTSI's 
long-term success while contributing to 
the development of more sustainable and 
resilient global supply chains.
programs to reduce ICTSI's 
environmental footprint, promote social 
responsibility, and enhance governance; 
3.	 Ensuring compliance with regulations 
and standards: The CSO ensures 
that ICTSI complies with all relevant 
environmental, social, and governance 
regulations and standards. He is 
responsible for overseeing the 
Company's reporting on sustainability 
issues and ensuring that ICTSI meets 
the requirements of relevant reporting 
frameworks, such as the Global 
Reporting Initiative (GRI); and 
4.	 Engaging with stakeholders: The 
CSO works closely with stakeholders, 
including investors, customers, 
employees, and community groups, 
to ensure that ICTSI's sustainability 
initiatives are aligned with stakeholder 
expectations and needs. He also 
collaborates with external partners, such 
as NGOs and industry associations, to 
identify opportunities for collaboration 
and knowledge sharing.
ESG Committee. The CSO reports to the 
board-level ESG Committee chaired by 
former Chief Justice Diosdado M. Peralta. 
The Committee reviews and approves the 
CSO’s ESG strategy. The ESG Committee 
is a subcommittee of the Board of 
Directors that focuses on issues related to 
environmental impact, social responsibility, 
and corporate governance. The primary 
role of the Committee is to provide 
oversight and guidance on the company's 
ESG policies, practices, and performance. 
Other functions of the ESG 
Committee include:
1.	 Monitoring and evaluation of ICTSI’s 
ESG performance and report findings 
to the Board of Directors; Identify 
emerging ESG issues that may 
impact the Company operations or 
reputation and recommend strategies 
to address them; 
2.	 Provide oversight and guidance on the 
Company social responsibility initiatives, 
including community engagement 
and philanthropy;
3.	 Ensure that the company is complying 
with relevant ESG regulations 
and reporting requirements and 
work with senior management to 
integrate ESG considerations into 
the Company's overall strategy and 
decision-making processes.
Through the Committee, the Board of 
Directors demonstrates its commitment to 
responsible business practices and ensures 
that ESG issues are given the attention 
they deserve in the Company's governance 
structure, including the enhancement of 
ICTSI's reputation and appeal to investors 
and other stakeholders who place a 
high value on sustainability and social 
responsibility.
ESG Reporting Team. In February 2023, 
Mr. Gonzalez streamlined ICTSI’s corporate 
offices, which included rationalization 
of ESG Reporting. Arthur R. Tabuena, 
Treasury Director and Head of Investor 
Relations, was appointed lead for ESG 
Reporting. The team reports to the 
CSO and collects, analyzes, and reports 
on the Company's ESG performance, 
supported by a Project Management 
Team from Global Investor Relations 
and Legal Affairs; Content Management 
Team from Global Investor Relations and 
Public Relations;  and the Lead Global 
Champions for Environment, Economy, 
Social and Governance (EESG). Ultimately. 
The team’s goal is to enhance ICTSI's 
reputation as a responsible corporate 
citizen and demonstrate our commitment to 
sustainable business practices. 
Specifically, the CSO role includes:
1.	 Developing and implementing ICTSI's 
sustainability policies and strategies: 
The CSO ensures these align with the 
Company long-term vision and goals. 
He works closely with other executives 
and unit heads within the Company to 
ensure that sustainability considerations 
are integrated into all aspects 
of the business; 
2.	 Leading sustainability initiatives: The 
CSO is responsible for leading the 
Company sustainability initiatives, 
including identifying areas for 
improvement and implementing 
ESG COMMITTEE
Chief Sustainability Officer
Content Management
Project Management
Lead Global Champions
ESG Reporting Team
Governance 
Global Sustainability and
Terminal Champions
	
p Corporate Governance
	
p Supply Chain
	
p IT Governance/Data Privacy
Social 
Global Sustainability and
Terminal Champions
	
p Employees
	
p Customers
	
p Occupational 
Health & Safety
	
p Society
Economy 
Global Sustainability and
Terminal Champions
	
p Direct and indirect 
economic impacts
	
p Tax management
Environment 
Global Sustainability and
Terminal Champions
	
p Climate Change, 
Resource Use, Waste
	
p Biodiversity

ICTSI SUSTAINABILITY REPORT 2022
Our Sustainability Journey
22
23
Global Sustainability Champions. 
Collectively, we call our EESG and Lead 
Global Champions as Global Sustainability 
Champions. They are responsible for 
leading, promoting, and integrating EESG 
factors in the organization's strategic 
decision-making processes and operations, 
and ensuring that ESG performance is 
aligned with our organization's Purpose and 
Values. A Global Sustainability Champion 
is often a senior executive or unit head 
who is passionate about ESG issues and 
has the expertise to navigate complex 
ESG challenges. 
The Lead Global Champions directly report 
to the CSO. Likewise, they have a line 
function under the ESG Reporting Team to 
concur with the ESG Reporting Lead on key 
and material sustainability issues. Terminal 
Champions also play an important role in 
implementing and reporting ESG initiatives 
at our business units.
The role of a Global Sustainability 
Champion includes the following:
1.	 Developing and implementing the 
organization's ESG strategy and policies 
especially in setting goals and targets 
based on materiality assessment and 
stakeholder expectations;
2.	 Analyzing ESG data to identify trends, 
patterns, and areas for improvement, 
including risks and opportunities; 
3.	 Identifying and prioritizing ESG issues 
that are material to the organization's 
operations and stakeholders; 
4.	 Monitoring of key performance 
indicators on ICTSI's ESG performance; 
5.	 Advocating for ESG integration across 
all business units and departments; 
6.	 Collaborating with internal and 
external stakeholders to promote ESG 
best practices;
7.	 Ensuring that ESG risks and 
opportunities are integrated into the 
organization's overall risk management 
framework; and 
8.	 Providing leadership and support for 
ESG initiatives and projects.
Specific to the EESG function, we have 
appointed the following teams as part of 
our Global Sustainability Champions:
1.	
Environment
pClimate Change, Resource Use, 
Waste - Global Engineering 
(Equipment and Infrastructure), 
Global Health, Safety, Security 
and Environment (HSSE), 
Global Enterprise Risk 
Management/Insurance
pBiodiversity - ICTSI 
Foundation (ad interim)
2.	
Economy
pDirect and indirect economic impacts 
- Global Controllership, Global 
Treasury, Global Investor Relations
pTax - Global Tax 
3.	
Social
pEmployees - Global 
Human Resources
pCustomers - Global Commercial
pOccupation Health & 
Safety - Global HSSE
pSociety - Global Public Relations, 
ICTSI Foundation
4.	
Governance
pCorporate Governance - Global 
Legal, Global Investor Relations
pSupply Chain - Global Procurement
pIT Governance/Data 
Privacy - Global IT
Overall, the ESG Champion plays a critical 
role in driving ICTSI's ESG efforts, ensuring 
that ESG considerations are integrated into 
the organization's strategy, operations, and 
culture, and positioning the organization as 
a leader in sustainable business practices. 
All teams work closely with other 
departments within ICTSI to identify 
opportunities for continuous improvement 
in the Company's ESG performance. This 
includes developing and implementing 
new policies and initiatives to address 
emerging ESG issues.
Corporate commitments
Sustainable Development. In our work 
with host 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 provides 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 on 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 four key areas - Environment, Economy, 
Social and Governance.
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 
integrate sustainability principles more 
systematically and deeply into strategic 
visioning, planning, and execution—creating 
a positive impact across operations, across 
borders, and across generations—we have fully 
entrenched, beginning 2020, our Board-Level 
Sub-Committee on Environment, Social, and 
Governance (ESG) issues. 
Muslims around the world celebrate the holy month of Ramadan by spending time with their families and loved ones.  At the Port of Umm Qasr, BGT 
took the opportunity to give back to the unsung heroes of trade – cargo truck drivers who also work nonstop to deliver containers and keep the 
supply chain moving

ICTSI SUSTAINABILITY REPORT 2022
Our Sustainability Journey
24
25
Participation in 	
External Initiatives 
Global Reporting Initiative (GRI). The 
Company first adopted the GRI Standards 
in 2017 to enable us to report on our 
various sustainability initiatives, and 
continued to use the GRI Standards 
for this report. 
International Maritime Organization 
(IMO). ICTSI ports are compliant with 
the regulations set under the IMO's 
International Ship and Port Facility Security 
Code (ISPS Code). 
Memberships
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). Several ICTSI ports 
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.
United States Bureau of Customs and 
Border Protection Container Security 
Initiative. The Company cooperates with 
security regime that helps ensure all 
containers that pose a potential risk for 
terrorism are identified and inspected at 
foreign ports before they are placed on 
vessels destined for the United States.
United Nations Sustainable Development 
Goals (UN SDGs). Having long held to 
the principle of sustainability (embodied 
in “the value of the long view”), we 
work to ensure that our operations and 
transactions support and advance Good 
Global Citizenship.
ICTSI has successfully maximized 
opportunities to support the United Nations 
Sustainable Development Goals (SDGs). 
These range from:
	
p 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 (SDG 1 and 8) 
	
p 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 (SDG 
3, 8, 9 and 16)
	
p 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 planning and 
technology to better manage aspects of 
the container flow (SDG 12 and 13)
	
p Promoting gender equality and women 
empowerment in the workplace by 
creating a safe and inclusive work 
environment that promotes diversity and 
inclusion, and equal opportunities for 
women in recruitment, promotion, and 
leadership positions (SDG 5)
	
p Creating inclusive growth and 
sustainable economic opportunities in 
the communities where it operates thru 
local hiring and procuring from local 
businesses, as well as partnering with 
local companies, organizations, and 
governments to achieve sustainable 
development goals (SDG 10 and 17)
	
p 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 
(SDG 1, 3 and 4).
United Nations Global Compact (UNGC). 
ICTSI has been a signatory to the UN 
Global Compact since Feb. 14, 2023. In 
2020, we officially launched our statement, 
“Our Global Principles on Human Capital,” 
crystallizing our support for the principles 
of the UNGC. These principles are 
aligned with 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 of existing facilities, or 
continually required throughout the 
day-to-day management and operations of 
our ports and terminals.
ICTSI South Pacific is implementing a comprehensive Transformational Leadership 
Program aimed at enhancing the skills and abilities of both current and future leaders 
within the company
ICTSI collaborates with the following associations, voluntary organizations and initiatives.
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); preneed/health/medical for 
employees; power and water supply, 
telecommunications, and other utilities; 
and, safety and security, cleaning, 
and housekeeping.

ICTSI SUSTAINABILITY REPORT 2022
About this report
26
27
About this report
Ports covered in this report:
1.	
Manila International Container 
Terminal (MICT), Philippines
2.	
Manila NorthPort 
(MNHPI), Philippines
3.	
Manila Harbor Center 
(MHCPSI), Philippines
4.	
Subic Bay International Terminals 
(SBITC), Philippines
5.	
Cavite Gateway Terminal 
(CGT), Philippines
6.	
Laguna Gateway Inland Container 
Terminal (LGICT), Philippines
7.	
Bauan International Port, Batangas 
(BIPI), Philippines
8.	
Makar Wharf, Port of General Santos 
(SCIPSI), Philippines
9.	
Mindanao Container Terminal 
(MICTSI), Philippines
10.	 Tanjung Priok Berths 300-303 
(OJA), Indonesia
11.	 Yantai International Container 
Terminals (YICT), China
12.	 Motukea International Terminal 
(MIT), Papua New Guinea
13.	 South Pacific International Container 
Terminal (SPICT), Papua New Guinea
14.	 Victoria International Container 
Terminal (VICT), Australia
15.	 Contecon 
Manzanillo (CMSA), Mexico
16.	 Puerto Cortes (OPC), Honduras
17.	 Puerto Aguadulce (SPIA), Colombia
18.	 Contecon Guayaquil 
(CGSA), Ecuador
19.	 Tecon Suape (TSSA), Brazil
20.	 Rio Brasil Terminal (RBT), Brazil
21.	 TecPlata (TECPLATA), Argentina
22.	 Baltic Container 
Terminal (BCT), Poland
23.	 Adriatic Gate Container Terminal 
(AGCT), Croatia
24.	 Batumi International Container 
Terminal (BICT), Georgia
25.	 Basra Gateway Terminal (BGT), Iraq
26.	 Onne Multipurpose 
Terminal (OMT), Nigeria
27.	 Matadi Gateway Terminal 
(MGT), D.R. Congo
28.	 Kribi Multipurpose Terminal 
(KMT), Cameroon
29.	 Madagascar International Container 
Terminal (MICTSL), Madagascar
30.	 Pakistan International Container 
Terminal (PICT), Pakistan
In our sixth year of sustainability reporting, we are pleased to 	
present the International Container Terminal Services, Inc. (ICTSI) 		
2022 Sustainability Report.
Anchored on the theme “Momentum where it matters”, this edition 
provides an even more comprehensive attestation of our long-term 
commitment to sustainability. In this report, ICTSI strengthens 
disclosures on EESG, in line with its responsibilities to identify, 
measure, and manage its impacts across areas of operations. Apart 
from a macro view of the Company’s sustainability priorities, initiatives, 
and performance, this edition covers 30 currently operational ICTSI 
ports, out of our expanding roster of 33 terminals.  
ICTSI has streamlined the discussion 
of our material issues into four impact 
areas—Environment, Economy, Social, and 
Governance (EESG). This edition primarily 
contains data applicable to the calendar 
year beginning on Jan. 1 and ending on 
Dec. 31 2022. Where necessary—to provide 
historical background or other forms 
of context on a specific port, program, 
or project—information pertaining to 
different years may be cited; nevertheless, 
the calendar year 2022 remains the 
predominant reference point for the 
reporting of sustainability data. 
It is equally important to note that this 
report maintains the previous editions’ 
tracking of our Group’s progress and 
contributions to the United Nations 
Sustainable Development Goals (UN SDGs).
We continue to review and align our 
sustainability reporting against the evolving 
EESG regulatory landscape and the 
interests of our stakeholders through our 
materiality assessment process. 
This report constitutes a Group-wide 
effort built through the cooperation and 
collaboration of all ICTSI business units. 
All of the information in this report was 
prepared and reviewed by our ESG 
Reporting Team, composed of the Global 
Corporate Investor Relations, Legal Affairs 
and Public Relations departments, and 
under the supervision of our Executive 
Vice President, Compliance Officer and 
Chief Sustainability Officer, Mr. Christian R. 
Gonzalez. The Board of Directors, through 
the ESG Committee, has approved this 
report for publishing. 
Framework and Standards
ICTSI has reported following with the 
Global Reporting Initiative (GRI) Standards. 
Launched in 2017, it is one of four globally 
accepted frameworks allowed by the 
Philippine Securities and Exchange 
Commission (SEC) for sustainability 
reporting of publicly-listed companies.
This report was prepared following the 
Universal Standards 2021 as guidance 
to determine report content and quality, 
including stakeholder inclusiveness, 
materiality, clarity and accuracy. Indicating 
data on the GRI Topic-Specific Standards 
and Topic-Specific Disclosures were 
based on the 2022 operations of the 30 
terminals covered.

ICTSI SUSTAINABILITY REPORT 2022
About this report
28
29
Materiality Matrix
Significance of Economic, Environmental and Social Impacts
Importance to Stakeholders
Neutral
Low
Neutral
High
High
16
25
26
21
18
22
23
6
19
5
2
3
4
20
15
12
9
8
7
13
11
10
14
17
24
1
Issue Category
Social
Economy
Governance
Environment
NEUTRAL IMPACT
Customer data 
privacy and security
Energy Efficiency
Talent Acquisition and 
Retention
Labor-Management Relations
Managing waste
Water management
Diversity and 
Equal Opportunity
Indirect economic impact
Responsible Tax Management
and Payment
Government engagement
Community relations 
and initiatives
Customer health and safety
Other Stakeholders
Engagement
11
12
13
14
15
16
17
18
19
20
21
22
23
To enhance our reporting efforts, we will 
also highlight our progress against the 
Task Force on Climate-related Financial 
Disclosures (TCFD) starting this year. 
We continue to review and realign 
our Sustainability Reporting 
Framework, considering emerging 
issues, the stakeholders' interests, 
and our environmental, social, and 
governance performance.
Materiality
Our Materiality Assessment — Scope, 
Process, and Approach
Our process of defining material topics 
emanates from a wider set of stakeholder 
engagement processes. We engaged 
an independent external auditor to 
identify key issues that were material to 
our stakeholders through a multi-step 
materiality assessment, actively inviting 
selected groups to give us feedback 
on a range of topics on environmental, 
social, or governance issues related to our 
businesses and stakeholders. 
The results have provided an avenue 
for key material issues to be identified, 
carefully assessed, and ranked based on 
impact on the economy, environmental, and 
society as a consequence of business and 
stakeholder interest.
Further findings from the materiality 
assessment and stakeholder survey were 
analyzed for each stakeholder group 
and plotted based on the significance of 
economic, environment and social impacts 
in our materiality matrix. The material 
issues were classified as high-, neutral- 
and low-impact based on the materiality 
assessment from our stakeholders.
NEUTRAL IMPACT
The materiality identification and 
assessment process involved the following: 
	
p Establishing the materiality assessment 
framework, including reviewing the 
definitions of a preliminary list of 
material issues and assessing them 
against industry-accepted definitions;
	
p Conducting a desktop assessment 
of internal and external documents 
provided/published by International 
Container Terminal Services, Inc. (to 
understand the relative importance of 
the preliminary material issues list) 
	
p Conducting a materiality assessment 
survey responded to by ICTSI. personnel 
where they voted on the significance 
of the initial listing of material issues 
for International Container Terminal 
Services, Inc. and as a proxy 
for stakeholders;
	
p Providing a final materiality matrix 
combining the desktop assessment 
and the materiality assessment 
workshop results; and 
	
p Validating the top material issues with 
ICTSI management and acceptance of 
material topics and information.
Material Sustainability Issues
 
Materiality Matrix
This matrix outlines our material 
issues, as assessed by the interest 
ICTSI’s stakeholders had in the issue 
(y-axis), and the impact of the issue to/
from International Container Terminal 
Services, Inc. (x-axis).
The findings reflect the perspectives of 
ICTSI’s internal and external stakeholders 
and our activities' economic, environmental, 
and social impacts. The process identified 
26 material sustainability issues as part of 
our materiality assessment in 2022. 
Safety and well-being
Economic Performance
Customer Engagement and
Satisfaction
Sustainable supply chain
Compliance
Corporate Governance and
Business Ethics
Digitalization
Engaging the Workforce
Emissions and  
Climate Change
Learning and Development
1
2
3
4
5
6
7
8
9
10
HIGH IMPACT
LOW IMPACT
Local Hiring
Materials Stewardship
Biodiversity
24
25
26
LOW IMPACT

ICTSI SUSTAINABILITY REPORT 2022
About this report
30
31
Of those, the highest-ranked sustainability 
issues for our stakeholders are 1) Safety 
and well-being, 2) Economic performance, 
3) Customer Engagement and satisfaction, 
4) Sustainable Supply Chain, and 
5) Compliance. 
These were followed by 6) Corporate 
Governance and Business Ethics, 7) 
Digitalization, 8) Engaging the workforce 
9) Emissions and Climate Change, and 10) 
Learning and Development. 
1 Key material issues were mapped to the SDGs where an issue would contribute to a target.  As a result, 
other SDGs, which may be related to an issue, were no longer mapped as part of the relevant SDGs for better 
prioritization.
SDGs mapping to key material issues1
Category
Key Material Issues (according to rank)
Relevant SDGS
Social
1.	 Safety and well-being
Economy
2.	 Economic Performance
Social
3.	 Customer Engagement and Satisfaction
Economy
4.	 Sustainable supply chain
Governance
5.	 Compliance
Governance
6.	 Corporate Governance and Business Ethics
Economy
7.	 Digitalization
Social
8.	 Engaging the workforce
Environment
9.	 Emissions and Climate Change
Social
10.	 Learning and development
We mapped these key material issues 
to the relevant UN SDGs where we can 
demonstrate more significant impact 
to our stakeholders. These support our 
sustainability strategy, advance ICTSI’s 
Good Global Citizenship and support the 
achievement of the UN SDGs.
Based on the mapping of material issues 
via-a-vis the 17 goals of the UN SDGs, 
several goals were identified as being 
most relevant to ICTSI’s key material 
issues: goals where the Company can 
affect a more significant impact on 
host communities.
These priority goals are 1 – No Poverty; 
3 - Good health and well-being; 4 – Quality 
Education; 5 - Gender equality; 8 - Decent 
work and economic growth; 9 - Industry, 
innovation and infrastructure; 10 - Reduced 
inequalities; 12 - Responsible consumption 
and production; 13 – Climate Action; 16 - 
Peace, justice and strong institutions; and 
17 – Partnerships for the Goals.
Stakeholder identification  
and management 
Within the transportation sector, 
particularly the maritime ports 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. Our  
Stakeholders Engagement Map outlines the 
Company’s various specific stakeholders 
in both the public and private sectors, and 
within communities and civil society.
Given the persistency of the COVID-19 
pandemic and how it changed our way 
of working and interacting with others, 
the Company continued to adhere 
to the protocols prescribed by the 
international health community, their local 
representatives (e.g., country offices), and 
respective task forces in the 20 nations 
where we operate. We continued to use 
many of the stakeholder engagement 
approaches utilized in previous years, even 
as we adapted to the current realities, 
restrictions, and available technologies.
Human rights in this report
Many aspects of our business touch on 
human rights. Commitment to human rights 
is expressed in ICTSI’s Code of Business 
Conduct and Our Global Principles on 
Human Capital. Our human rights due 
diligence is described on the following 
pages of this report:
Modern slavery – Page 89 	
The right against the act of recruiting, 
harboring, transporting, providing or 
obtaining a person for compelled labor or 
commercial acts through the use of force, 
fraud, or coercion
Emissions – Page 36-41 
The right to the highest attainable 
standard of health
Safety – Page 72-81 
The right to life and the right to the highest 
attainable standard of health
Diversity and inclusion – Page 89-90  
The right to freedom from discrimination 
and the right to family life
Sustainable supply chain – Page 112-116 
Human rights principles and standards 
related to labor
Employee relations – Page 82-92  
Human rights principles and standards 
related to labor include freedom of 
association and collective bargaining, 
equal treatment, child labor, forced labor, 
working hours, compensation, training and 
development, and rest and leisure.
Nathan Clarke, ICTSI Vice President and  Head of Global Engineering – Infrastructure 
and Project Delivery; and Lead Global Champion for Environment visited Centro de 
Educación Integral Municipal Emanuel (CEIME), a school for children with special learning 
requirements and abilities during his recent trip to Honduras

ICTSI SUSTAINABILITY REPORT 2022
About this report
32
33
Stakeholders Engagement Map
APPROACHES
KEY TOPICS & CONCERNS RAISED
PUBLIC SECTOR 
	
R Website
	
R Direct communication
	
R Annual audited financial statements
	
R Annual corporate governance report
	
R Annual, quarterly, and monthly reports
	
R Annual Sustainability Report 
	
R Disclosures and other required reports
	
R Media releases
	
R Concession matters
	
R Regulatory and reportorial requirements
	
R EESG performance
PORT USERS
	
R Website
	
R Client online dashboard
	
R ICTSI App
	
R 24/7 web-based communication systems
	
R Quarterly customer satisfaction survey
	
R Customer care local hotline
	
R Weekly client visits and virtual tours (priority customers and 
other stakeholders)
	
R Monthly association meetings
	
R Quarterly trainings and seminars
	
R Annual customer appreciation/thanksgiving events
	
R Annual Sustainability Report
	
R Customer satisfaction
	
R System issues
	
R Billing issues
	
R Operational issues
	
R Health and safety protocols related to 
COVID-19 pandemic
	
R Digitization of port processes
	
R EESG performance
EMPLOYEES
	
R Direct meetings
	
R Website
	
R Employee newsletters/bulletins
	
R Ad hoc correspondence
	
R Quarterly Ugnayan sa Pantalan
	
R Annual employee relations activities
	
R CBA (every five years)
	
R Volunteering activities in coordination with the ICTSI Foundation
	
R Other employment engagement activities
	
R Performance management
	
R Employee welfare
	
R Labor-management relations
	
R Health and safety protocols related to 
COVID-19 pandemic
SHAREHOLDERS
	
R Website
	
R Quarterly Investors’ Briefing
	
R Investor (Equity) Conferences
	
R Direct communication and regular meetings with investors
	
R Annual Shareholders Meeting
	
R Annual Audited Financial statements
	
R Annual Sustainability Report 
	
R Annual Corporate Governance Report
	
R Interim Quarterly Unaudited Financial Statements
	
R Quarterly and year-to-date consolidated financial 
and operational performance of existing portfolio
	
R Performance of existing/organic terminals
	
R Status of new projects
	
R Prospects and projects in the pipeline
	
R EESG performance
CREDITORS
	
R Website
	
R Investor (Debt) Conferences
	
R Direct communication/Regular discussions with credit risk officers of 
relationship banks
	
R Annual Shareholders’ Meeting
	
R Annual Audited Financial Statements
	
R Annual Sustainability Report 
	
R Annual Corporate Governance Report
	
R Interim Quarterly Unaudited Financial Statements
	
R Liquidity management
	
R Quarterly and year-to-date consolidated financial 
and operational performance of existing portfolio
	
R Performance of existing/organic terminals
	
R Status of new projects
	
R Prospects and projects in the pipeline
	
R EESG performance
SUPPLIERS
	
R Website
	
R Direct communication
	
R New supplier accreditation and annual supplier reassessment
	
R Annual Sustainability Report
	
R Supplier performance
	
R Contract requirements
	
R Health and safety protocols related to 
COVID-19 pandemic
	
R Company direction/priorities 
	
R Supplier-related memos 
	
R Proper use of supplier systems
	
R Anti-corruption compliance
	
R EESG performance
COMMUNITIES AND
PEOPLE GROUPS
	
R Monthly newsletter
	
R Quarterly consultation with concerned government agencies, 
communities, and partners
	
R Annual ICTSI Foundation Accomplishment Report
	
R Forum with partners
	
R Direct communication with the communities
	
R Participation in events
	
R Leadership trainings
	
R Government-coordinated projects
	
R Volunteerism through local community projects
	
R Assessment after every project
	
R Annual scoping in all communities
	
R Monthly meeting with EcoPatrols
	
R Quarterly meeting with different clusters
	
R Ad hoc discussion with stakeholders
	
R Health
	
R Education
	
R Shelter
	
R Livelihood/Job creation
	
R Community development
	
R Volunteering activities
	
R Environmental management
TRADE UNIONS
AND INDUSTRY
ASSOCIATIONS
	
R Direct communication
	
R Ad-hoc get-togethers
	
R Monthly Labor-Management Council meeting
	
R Quarterly Ugnayan sa Pantalan
	
R Employee welfare
	
R New policies or programs about to be implemented
	
R Individual concerns
Notes
For clarity and comparability, where data 
for 2021 and 2022 data for a topic-specific 
disclosure are both available, these are 
shown side-by-side. Notes of restatement, 
derivation processes, limitations, and other 
clarifications and explanations are shown 
wherever appropriate. 
We have not included in our scope three 
terminals previously covered in the 2021 
report whose contracts were either 
terminated or expired during the year in 
review: DIPSSCOR in Sasa Wharf, Port of 
Davao, Philippines (ceased commercial 
operations on Jun. 30, 2022); HIPSI in 
Hijo International Port, Davao del Norte, 
Philippines (until Aug. 31, 2022); and MTS 
at the Port of Makassar, Indonesia (ceased 
commercial operations on Jan. 31, 2023).  
While 2022 data on topic-specific 
disclosures focus on the performance 
of the 30 organic operating terminals, 
mention is also made of the sustainability 
policies, standards, systems, practices, 
or processes that are already in place in 
other operations. 
We remain focused on the continuous 
improvement of our data collection and 
analysis processes. 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 global operations.  
This report contains statements describing 
the Company’s objectives, projections, 
estimates, and expectations, which may 
be “forward-looking statements” within 
the meaning of applicable securities laws 
and regulations. Actual results could 
differ materially from those expressed or 
implied. Important factors that could make 
a difference to the Company’s operations 
include, among others, economic conditions 
affecting demand or supply and price 
conditions in the domestic and overseas 
markets in which the Company operates, 
changes in government regulations, other 
statutes and incidental factors and the 
effect of the COVID-19 pandemic and the 
ongoing conflict in Eastern Europe.
Javier Lancha (left), Contecon Guayaquil S.A. chief executive officer, shake hands 
with Gilberto Giovanni Ponce Parra, National Police of Ecuador – Anti-Narcotics 
Investigation national director, during the turnover of security equipment to the 
National Police

ICTSI SUSTAINABILITY REPORT 2022
Environment
34
35
Environment
01
Context and Commitments
Long-term sustainability is imperative and corporate adaptation and mitigation initiatives 
have critical timelines. We are matching our momentum with the awareness that speed 
does not mean haste. We continue to build on our knowledge, deepen our understanding, 
steady our resolve and scale up our sustainability impact.
Groundwork
Shared knowledge and mutual caring 
are the foundations of our sustainability 
strategies because our people will always 
be the drivers of positive change and 
sustainable growth. The policies and 
practices we’ve put in place gain depth 
when our people build the connections 
between immediate, practical solutions 
and our environmental vision. Solutions 
may seem minor when isolated but when 
linked across all our terminals in all parts 
of the world, connecting our people 
behind a common goal, the results 
will be remarkable.
Gains
Through our people’s talents and hard 
work we are developing diversified 
solutions to the varied complexities and 
contexts of our role of environmental 
stewardship wherever we are in the 
world. We are learning to be swift 
yet deliberate with our initiatives on 
decarbonization, energy and resource 
efficiency and waste management. 
Moving Forward
Our global perspective and localized 
insight will continue to shape the scope 
and objectives of ICTSI’s environmental 
initiatives. As our knowledge and 
understanding of climate change 
action deepens, our solutions scale 
up and our environmental impact 
gains momentum.
The ICTSI Foundation's joint project with the Katala Foundation aims to conserve threatened species at Palawan's Victoria-Anepa'an Mountain 
Range, including the vulnerable Palawan Porcupine (Hystrix pumila) which is included in the International Union of Conservation of Nature (IUCN) 
Red List of Threatened Species.

ICTSI SUSTAINABILITY REPORT 2022
Environment
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37
Global Vision, Local Action  
on Environmental Stewardship
As we focus on gaining momentum on our sustainability impact, we are 
mindful that the need to scale our environmental initiatives must be 
matched with knowledge, purpose, and care. We continue to learn the 
established science on the environmental problems and challenges, 
and through examination and conversations on predominant best 
practices and solutions, we craft our contextualized and adapted 
approach towards reducing our environmental impact, adapting to and 
mitigating the impact of climate change.
As an organization located in various regions and operating in diverse 
cultures, it is our responsibility to consider the longstanding context 
and current circumstances of the places we operate. Our immediate, 
practical applicability and eventual lasting impact is preconditioned 
by our capacity to adapt the scope, approach, and pace of the 
solutions we deploy. 
Our role is to ensure the directions we take 
and the decisions we make not only comply 
with standards globally but are relevant and 
effective locally. ICTSI's continued rapid 
success as an organization comes from 
our deep understanding of the regions and 
our cooperation with the local communities 
where we operate. Faced with the need 
for climate change action, we draw from 
this strength. 
Our approach to Climate 
Change concerns
As a global organization that operates at 
land-and-sea meeting points, ICTSI and our 
nearby coastal and hinterland communities 
are at ground zero of the climate change 
risk. As climate change and the associated 
increase in global temperature receive 
increasing attention, ICTSI understands 
the significance of improving the climate 
resilience of our ports and our business as 
a matter of strategic importance.
We believe that aligning productivity and 
service-efficiency targets with waste 
and emission reduction metrics is the 
best way to integrate better climate 
change management into our day-to-day 
operations. This ensures that sustainability 
is ingrained in every lift we perform and 
that our terminals deliver operational and 
environmental value to our customers 
and communities with every move and 
container we handle.  
In our 2022 materiality assessment, 
climate change emerged as a top material 
issue for ICTSI and we remain mindful 
of its actual and potential impact on 
our business and assets. We see it as a 
responsibility to actively reduce the impact 
of our operational footprint – including 
scope 3 emissions. We recognize that our 
stakeholders are starting to actively look for 
climate change actions and initiatives that 
are aligned with the Paris Agreement to 
transform their own businesses and value 
chain towards achieving net zero. 
In line with our Purpose and Values, we 
continue to carefully identify, assess and 
manage our climate-related risks; with the 
ambition of becoming carbon neutral for our 
Scope 1 and 2 emissions.
ICTSI will develop a roadmap with the 
appropriate emission reduction strategies 
to address our Scope 1 and Scope 2 
emissions. We are in the process of 
accounting for the full GHG emissions 
footprint for the entire ICTSI Group, 
including the quantification of our material 
Scope 3 emissions.
To manage our greenhouse gas emissions, 
we shall identify interim and long-term 
decarbonization strategies that are 
grounded on science-based targets for 
each of our business units. On the drawing 
board, we are drafting a full ICTSI Group 
Climate Ambition Roadmap and a Policy on 
Climate Change.
We will continue to collaborate with our 
external stakeholders and consultants in 
2023 to properly assess and evaluate our 
physical and transition risks - including 
how sea level rises, increased temperature 
change, extreme winds, and increased 
precipitation from extreme weather events 
will impact our terminal operations based 
on the Intergovernmental Panel on Climate 
Change (IPCC) scenarios. 
While ICTSI has not yet expressed 
its support to the Task Force on 
Climate-Related Financial Disclosures 
(TCFD), we are committed to aligning 
our disclosures to its recommendations 
Realizing our Climate 
Change Ambition
We’re creating a roadmap towards CO2 neutrality and finding ways to 
make our climate action ideas and aspirations into reality. On the drawing 
board, we are drafting a full ICTSI Group Climate Ambition Roadmap, and 
our Policy on Climate Change.
Government 
collaboration 
for sustainable 
development
Contecon Guayaquil 
and the Ministry of the 
Environment, Water and 
Ecological Transition 
of Ecuador signed an 
agreement to strengthen 
sustainable production 
and consumption 
through investments and 
various initiatives. 
CGSA will continue to 
contribute to the country’s 
economic, social and 
sustainable development, 
as a strategic ally of 
the State.  After the 
commitment signing, 
CGSA hopes to reduce 
54 percent of its CO2 
emissions and contribute 
to the further greening of 
7.8 hectares of mangroves 
in the "El Salado" reserve, 
which in the past has 
been deforested.
In the coming years, 
CGSA will also set up 
a photovoltaic plant 
that will have between 
7,000 and 8,000 solar 
panels and will power the 
electrical substations of 
the facilities. In addition, 
the electrification 
of RTG cranes and 
the incorporation of 
electric vehicles hope to 
compensate for 30,000 
tons of greenhouse gases. 
Nearby communities will be 
engaged in the sustainable 
activities and a scientific 
research center will be 
created located within the 
concession, to conserve its 
flora and fauna.
Carbon
Neutrality
	
p Start monitoring our 
performance against 
established targets
	
p Quantification of 
material Scope 3 
emissions. Expansion 
of our data collection 
efforts to include our 
Scope 3 emissions
	
p Establishment of 
environmental targets 
and KPIs
2018
	
p Quantification of 
material Scope 
1 and Scope 2 
emissions.
2023
	
p Improvement and 
globalization of 
environmental 
policies on climate 
change, energy and 
water management
2022
	
p Appointment 
of Christian R. 
Gonzalez as Chief 
Sustainability 
Officer
	
p Launch of the 
Edify Awards 
to recognize 
outstanding 
sustainability 
initiatives within the  
ICTSI Group

ICTSI SUSTAINABILITY REPORT 2022
Environment
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39
At the immediate onset, ICTSI is fully 
committed to operating our terminals 
in an environmentally responsible and 
sustainable manner, managing the carbon 
footprint at our facilities, and ensuring 
compliance with all applicable legal and 
regulatory requirements. We maximize our 
energy and resource efficiency, reduce our 
carbon intensity, and lower emissions by:
	
p Aligning productivity and 
service-efficiency key performance 
indicators (KPIs) to integrate better 
climate change management into our 
day-to-day operations;
	
p Establishing progressive periodic 
targets to drive continuous improvement 
and support energy efficiency and 
decarbonization strategies;
	
p Incorporating environmental factors 
in the general procurement process 
by encouraging the acquisition of low 
carbon equipment, energy efficient 
products, and services, where practical, 
or appropriate; and
	
p Continuing to explore and pursue 
options to employ low emission 
technology (LET) and/or increase usage 
Contecon Manzanillo is Mexico’s first carbon-neutral port
Contecon Manzanillo (CMSA), a unit 
of International Container Terminal 
Services, Inc. (ICTSI) at the Port of 
Manzanillo, recently became the first 
port operator to be certified as carbon 
neutral in Mexico.
The Carbon Neutrality 
ISO-14064-3:2019 certification 
recognizes Contecon Manzanillo’s 
commitment to global initiatives to 
combat climate change, promote 
renewable energy and decarbonize 
ports and maritime transport. 
Earning this distinction favoring 
the environment consolidates 
Contecon’s leadership as a vanguard 
port terminal in favor of Manzanillo, 
Colima and Mexico.
The carbon neutrality certificate 
highlights the terminal’s efforts to 
reduce and offset its greenhouse 
gas (GHG) emissions. The reduction 
efforts include the following: emission 
measurement, implementation 
of water and energy efficiency 
initiatives, such as the change from 
conventional luminaries to LED, use 
of the catalyst for fuel reduction, 
investing in inverter air-conditioners, 
the implementation of an operational 
efficiency program, and the conduct 
of environmental campaigns where 
our employees (and adjacent 
communities) participated in activities 
such as reforestation, recycling, beach 
cleaning, among others. 
CMSA compensated its emissions 
by investing in a waste-to-energy 
project. In 2023, CMSA will sponsor 
environmental areas that can serve 
as carbon sinks and will allow the 
terminal to compensate for our 
CO2 emissions. 
Passing the audit performed by TÜV 
RHEINLAND, Contecon Manzanillo 
demonstrated its ability to adequately 
reduce its greenhouse gas emissions 
and move forward in a timely manner 
towards an energy transition across 
Mexico’s maritime transport. In 2021, 
the company’s direct and indirect CO2 
emissions amounted to 25,368.67 
tons while total offset emissions 
amounted to 25,369 tons.
According to the study Energy 
Transition of Maritime Transport: 
Strategic Opportunities in Mexico 
conducted by the Global Maritime 
Forum and the University College 
London, regional and global maritime 
transport effectively connects 
economies through the movement 
of goods and currently represents 
between 80 percent and 90 percent of 
world trade. The shipping sector emits 
two to three percent of global GHG 
emissions and contributes around 13 
percent of sulfur and nitrogen oxide 
emissions to global air pollution. 
Hence the urgency and commitment 
to undertake a transformation of the 
port industry towards increasingly 
sustainable practices.
of renewable energy (RE) sources to 
power our operations.
At our flagship, MICT, digitalization plays 
an important role in our decarbonization 
journey. The terminal uses 5G technology 
to automatically weigh containers using 
spreader load cells in rubber-tired gantries 
(RTG). Having this feature helps shorten 
truck drivers’ stay at the port as they no 
longer need to queue to use the terminal’s 
weighbridges, thereby lessening carbon 
emissions at the port.
Other 5G-integrated projects in the 
pipeline include truck driver messaging, 
remote safety monitoring using intelligent 
surveillance systems and remote crane 
monitoring using Internet of Things 
(IoT) devices and sensors – all of which 
are aimed at improving the safety and 
efficiency of port operations while reducing 
foot traffic inside the terminal.
Climate change, as the most intractable 
problem humanity faces today, requires 
the most inclusive solution. As we carry 
out immediate steps, it will take everyone’s 
shared experience and continued 
collaboration  for ICTSI to work out a 
long-term, transformational climate-resilient 
development. We will only ever develop 
effective, innovative solutions if all of us 
learn and work together with our host 
communities, shareholders, partners 
and customers. 	
to provide the Company with better 
information and preparedness toward 
the impacts of climate-related business 
scenarios. Over the coming years, ICTSI 
will disclose its priorities and future actions 
that are aligned with increasing climate 
regulatory requirements.
Our Progress on TCFD Implementation
PILLARS
2022 ACHIEVEMENTS
Governance
	
h Monitor and report progress on ESG and climate risks and opportunities to the ESG 
Committee at the Board level
	
h Appointment of Christian R. Gonzalez as Chief Sustainability Officer and Arthur R. Tabuena 
as Head of ESG Reporting
Strategy
	
h Continue to embark on a data-driven study of our physical climate change impacts and 
opportunities in collaboration with external experts and stakeholders 
Risk Management
	
h Ongoing effort to refine and integrate climate-related risks to our risk management framework
Metrics and Targets
	
h Preliminary information session with the Global Champions to prepare the organization for the 
eventual collection/quantification of Scope 3 emissions.
	
h Continuous enhancement of the emissions measurement process through the timely 
collection of environmental KPIs
José Antonio Contreras (right), Contecon Manzanillo chief executive officer, receives the carbon-neutral certificate from Hermann Saenger, TÜV 
Rheinland de Mexico country manager

ICTSI SUSTAINABILITY REPORT 2022
Environment
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41
Environmental trainings
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:
	
p Environmental 
Impact Assessment
	
p Environmental Laws, Rules, 
and Regulations
	
p Basic Pollution Control 
Officers Training
	
p 8-hour Environmental Training 
for Managing Heads
	
p Training on Scope 3 emissions
	
p Dangerous Goods Regulations
	
p Ecological Solid 
Waste Management
	
p Waste Analysis and 
Characterization Study
	
p Work Environment  
Measurement
	
p Understanding Material 
Safety Data Sheets
	
p Ambient Air, Water, and 
Noise Monitoring
	
p Chemical Spill and Response
	
p Disaster Resilience
	
p Professional Event Investigation 
with SCAT (Systematic Cause 
Analysis Technique)
	
p Integrated Management System 
Internal Audit Training
	
p Integrated Management System 
Documentation Training
	
p ISO 14001:2015 
Environmental Management 
System Awareness
	
p ISO 14001:2015 Environmental 
Management System Internal 
Auditors Training
	
p ISO 50001:2011 Energy 
Management System 
Foundation Course
	
p ISO 50001:2011 Energy 
Management System Lead 
Auditors Training
	
p ISO 50001:2011 
Energy Management 
Internal Audit Course
Environmental Certifications
ISO 14001 
Environmental Management System
	
h Manila International Container Terminal (Philippines)
	
h South Cotabato Integrated Port Services Inc. (Philippines)
	
h Pakistan International Container Terminal Ltd. (Pakistan)
	
h Contecon Guayaquil SA (Ecuador)
	
h Tecon Suape SA (Brazil)
	
h Baltic Container Terminal (Poland)
	
h Yantai International Container Terminals (China)
	
h Contecon Manzanillo SA (Mexico)
	
h Operadora Portuaria Centroamericana SA (Honduras)
	
h Madagascar International Container Terminal Services Ltd. (Madagascar)
	
h Basra Gateway Terminal / ICTSI (ME) DMCC (Iraq)
	
h Rio Brasil Terminal (Brazil)
ISO 50001
Energy Management System
	
h Baltic Container Terminal (Poland)
ISO 14064
Greenhouse Gases
	
h Contecon Manzanillo SA (Mexico)
	
h Contecon Guayaquil SA (Ecuador)
Performance Areas 	
	
and Positive Results 
Environmental 
Management Systems  
ICTSI continues to develop initiatives to 
control and mitigate our environmental 
impact in communities where we 
have a presence. We aim to make our 
compliance with national and international 
standards more apparent through policies 
that are reviewed and approved by 
qualified managers. 
Beyond port efficiency, the ICTSI Group 
has been making substantial investments 
to ensure an environmental-friendly supply 
chain, with the long-term vision of securing 
appropriate certifications for all ports – 
regardless of location, project age, or stage 
of development. As such, MICT and SCIPSI 
earned the ISO 14001 certification—the first 
among Philippine ports. The recognition is a 
testament to our operations’ alignment with 
Integrated Management Systems which 
keeps track of our environmental impact 
among others. Other terminals which 
achieved the said certification were OJA, 
PICT, YICT, RBT, CGSA, CMSA, OPC, TSSA, 
BCT, BGT and MICTSL. 
Guided by local regulations, all ICTSI 
ports fulfill their commitments toward 
mindful consumption and resource use. 
At the immediate onset, our terminals 
do have short- and long-term goals on 
environmental responsibility, which include 
setting baseline targets, establishing 
an environmental plan, and reducing 
resource consumption. Terminals likewise 
have environmental medium-term goals 
including monitoring internal targets, 
incorporating third party providers in 
environmental responsibility, efficiency in 
resource consumption, and improving the 
environmental management plan. 
Data gathered from audits, reports, 
and KPIs are utilized to measure the 
effectiveness of policies in place, which 
are adjusted to the highest standard 
deemed necessary. 
Lowering carbon emissions
We consider our GHG emission reduction 
initiatives an environmental, social and 
business imperative that cuts across all 
facets of our overall sustainability efforts. 
To do our part in the fight against climate 
change, we accelerate our efforts to 
decarbonize our operations.
Two of our Latin American terminals, 
Contecon Manzanillo in Mexico and 
Contecon Guayaquil in Ecuador, have 
recently been certified carbon neutral, 
a first for the ports industry in their 
respective jurisdictions. 
Energy and Energy Efficiency 
Measures
As part of our shift towards 
energy-efficient and low-carbon 
operations, ICTSI continually invests 
in port infrastructure and facilities that 
enhance our operational efficiency while 
simultaneously helping minimize our 
environmental impact. This has allowed 
us to decrease our intensity ratios even 
with an increase in TEU, total moves and 
energy consumption for the year.
We are pushing for the use of alternative 
power systems through the hybridization 
of cargo handling equipment. In 
recent years, ICTSI has acquired new 
eco-efficient hybrid rubber-tired gantries 
(RTGs), which run on a combination of 
battery power and diesel — enabling the 
terminal to further reduce its emissions 
and fuel consumption per move by up 
to 40 and 60 percent, respectively. Our 
strategy is to acquire more hybrid RTGs 
for our terminals and convert existing 
RTGs to hybrid ones where possible.  
In more recent years, the Company has 
been working on upgrading our lighting 
systems to more energy-efficient 
LEDs at a number of our terminals, to 
eventually implement this Group-wide. 
Renewable energy (RE) is another 
critical area of change, and ICTSI is 
increasingly shifting to these alternative 
sources to power our operations with 
less adverse environmental impact. 
We aim to change to using RE in areas 
where such technology is available.
Reduced Travel
Since the pandemic forced us to 
re-think our concept of way-of-working, 
we have made changes to adapt to 
the new normal. One of the changes 
we have made is to reduce business 
travel as much as possible. Unless 
necessary for commercial or material 
business development purposes, our 
travel default is “close to zero." This has 
not only helped to reduce costs but 
also contributed to our commitment 
to sustainability by reducing our 
carbon footprint.
Another change we have made is to 
allow our employees to work from 
home. At our Corporate headquarters, 
we have enabled a work-from-home 
policy for employees, which has allowed 
them to work in a more flexible and 
comfortable environment while also 
helping to reduce the risk of exposure to 
the virus. This policy has also enabled 
us to maintain business continuity 
during times of uncertainty and has 
demonstrated our commitment to the 
well-being of our employees.
Overall, these changes have helped us 
to adapt to the challenges brought about 
by the pandemic while also maintaining 
our commitment to sustainability, 
business continuity, and employee 
well-being. By embracing new ways of 
working, we can continue to thrive as a 
business while contributing to a more 
sustainable future.

ICTSI SUSTAINABILITY REPORT 2022
Environment
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43
Resource Use 
Energy 
Energy efficiency is fundamental to 
sustainability and a key measure of 
business success. It is a gauge of good 
governance for our employees, financial 
wellness for our investors, value addition 
for clients and stakeholders, demonstration 
of innovation in the industry, and most 
of all, a testament to our commitment to 
people and planet. 
MICT recently installed a Facilities 
Management System that would enable 
real-time monitoring of power consumption 
as generated reports. This system will help 
seamlessly provide empirical data that can 
be used to identify top power-consuming 
facilities in the terminal thereby enabling 
facility engineers to carry out actions to 
optimize energy use. 
PICT converted RTGs from diesel to shore 
power. AGCT, MICTSL, SPICTL, and TSSA 
have shifted to LED lighting. MHCPSI 
doubled the life cycle of hydraulic pumps 
and motors from 2000 to 4000 hours. 
Green standard engines are now in use at 
SPICTL and MITL. And for the terminals 
like these that have already implemented 
efficiency measures, progressively 
reducing consumption for years and 
advancing sustainability targets, program 
effectiveness is evaluated through a review 
of emissions, monthly/annual monitoring 
of KPIs, and internal and external audits. 
They are scaling ICTSI’s energy efficiency 
initiatives while planning to switch to fully 
renewable energy.
Energy
  2021   
2022
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  
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.
ELECTRICITY (IN MILLION GJ)
Total Electricity Consumption (Millions)
27 TERMINALS 
0.92
27 TERMINALS 
0.94
30 TERMINALS 
0.94
FUEL (IN MILLION GJ)
Diesel
Petrol
27 TERMINALS 
1.78
27 TERMINALS 
1.96
30 TERMINALS 
2.04
27 TERMINALS 
0.02
27 TERMINALS 
0.02
30 TERMINALS 
0.02
Heavy Fuel Oil
LPG
27 TERMINALS 
0.02
27 TERMINALS 
0.00
30 TERMINALS 
0.00
27 TERMINALS 
0.00
27 TERMINALS 
0.00
30 TERMINALS 
0.00
TOTAL FUEL CONSUMPTION (IN MILLION GJ)
27 TERMINALS 
1.82
27 TERMINALS 
1.98
30 TERMINALS 
2.06
TOTAL ENERGY CONSUMPTION (IN MILLION GJ)
27 TERMINALS 
2.74
27 TERMINALS 
2.92
30 TERMINALS 
3.01
ENERGY INTENSITY RATIO*
Megajoules/Total Moves
27 TERMINALS 
79
27 TERMINALS 
69
30 TERMINALS 
70
Emissions
  2021   
2022
DIRECT GHG EMISSIONS (SCOPE 1)
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 2021. 
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 consumption *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 2021. 
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, 
assumptions, 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 30 terminals covered).
Total Direct GHG Emissions (Scope 1) in Metric Tons of CO2 Equivalent
27 TERMINALS 
135,759
27 TERMINALS 
147,770
30 TERMINALS 
152,065
Diesel
Petrol
27 TERMINALS 
132,537
27 TERMINALS 
146,315
30 TERMINALS 
150,611
27 TERMINALS 
1,420
27 TERMINALS 
1,262
30 TERMINALS 
1,261
Heavy Fuel Oil
LPG
27 TERMINALS 
1,715
27 TERMINALS 
74
30 TERMINALS 
74
27 TERMINALS 
64
27 TERMINALS 
80
30 TERMINALS 
80
Natural Gas
27 TERMINALS 
23
27 TERMINALS 
39
30 TERMINALS 
39
INDIRECT GHG EMISSIONS (SCOPE 2)
Total Indirect GHG Emissions (Scope 2) in Metric Tons of CO2 Equivalent
27 TERMINALS 
140,241
27 TERMINALS 
142,295
30 TERMINALS 
148,672
GHG EMISSIONS INTENSITY RATIO*
GHG Emissions Intensity Ratio in Metric Tons of CO2 Equivalent/thousand moves
27 TERMINALS 
7.9
27 TERMINALS 
7
30 TERMINALS 
6.79
*Enhanced monitoring of the moves data for each terminal resulted to the restatement
*Restatement is due to enhanced monitoring of the terminal moves and the inclusion of the total moves from non-containerized operations.

ICTSI SUSTAINABILITY REPORT 2022
Environment
44
45
OMT innovates on power supply panel 	
	
for energy conservation
ICTSI flagship secures ‘green port’ seal
The Asia-Pacific Economic 
Cooperation (APEC) Port Services 
Network (APSN) recently recognized 
the MICT, the Philippines’ leading 
international trading gateway and 
flagship of ICTSI, with the 2022 Green 
Port Award System (GPAS). 
The GPAS program is an evaluation 
system for ports in the APEC region. 
It is developed by APSN with the 
endorsement of the APEC Forum. The 
program recognizes the high caliber 
and excellent environmental actions 
and leadership demonstrated by ports 
in the Asia-Pacific region. The award 
is valid for three years. 
MICT has outlined its green strategy 
of integrating climate change 
management into its day-to-day 
operations, with the goal of 
becoming the most sustainable 
terminal in the Philippines. Aligned 
with the commitment to operate 
in an environmentally responsible 
and sustainable manner, MICT has 
implemented several environmental 
programs and activities, including 
improving waste and water 
management, circular economy 
initiatives, ecological protection 
and biodiversity programs, and 
decarbonation efforts. 
The MICT joins 10 other ports from 
six APEC member-economies which 
received the GPAS in 2022. 
The GPAS program represents an 
integral part of APEC Transportation 
Working Group's ongoing efforts to 
promote the green growth of the port 
industry. Since its launch in 2016, 45 
ports in nine economies have been 
awarded the GPAS.
MICT, MCT get new hybrid RTG cranes 
OPC launches simulator project designed 	
by its employee
A simulator project was launched 
at the OPC, ICTSI’s business 
unit in Honduras, to test the 
EH5U Spreader and Hook 
for the GHMK-840 and 6410 
cranes. Following its test, the 
simulator has lessened the use 
of cranes during the preventive 
and corrective maintenance of 
spreaders and hooks. 
The terminal recorded a monthly 
savings of 5,200 liters of fuel or 
around 62,400 liters annually. 
This also lessened the carbon 
footprint of the terminal in the 
maintenance aspect by 166.73 
tons per year. 
With the use of the simulator, 
the terminal only spent 
USD192.00 as electricity cost. 
This was a significant savings 
from more than USD63,000 
in fuel cost for 960 hours of 
annual crane usage during the 
preventive maintenance.
Aside from the reduction of 
environmental impact and 
generation of cost savings for the 
company, the simulator has also 
avoided the delay in operations 
and ensured the lifetime of the 
spreaders and hooks.
In OMT, where reefer power 
requirements may vary from below 
10 or above 60 at a certain time, a 
10-plug mobile reefer power panel 
was designed and fabricated to 
complement the existing reefer 
power packs running on 500 KVA 
generators with 50 plugs on each 
power pack.  This is to help ensure 
optimal power consumption during 
low reefer requirements and prevent 
unnecessary diesel consumption, 
lower CO2 emissions, and reduce 
generation of used engine oil. 
All of these became possible because 
of the simulator design proposal by 
one of OPC’s employees, Marlon 
Joel Ortiz Carbajal, which was later 
approved by management. Carbajal 
started as Electrician I in the Crane 
Area in 2016 and in the same year he 
began his studies at the Technological 
University of Honduras (UTH) 
taking up Electrical Engineering. He 
moved up to Electrician II, not only 
in recognition of his completion of 
his education, but also for the vast 
knowledge he acquired on the job. 
Carbajal eventually moved on to 
become Electrical Project Supervision 
Assistant in the Infrastructure 
Area at the OPC.  
Manila International Container 
Terminal (MICT) and Mindanao 
Container Terminal (MCT) took the 
delivery of new hybrid rubber-tired 
gantry (RTG) cranes to improve 
operational efficiency in light of 
growing volumes. 
MICT got an additional eight new 
Mitsui hybrid RTGs, expanding its fleet 
to 52 units – 40 of which are hybrids. 
On the other hand, MCT acquired 
two hybrid RTGs of the same brand, 
which brought up to four RTG fleet 
it already has. This is the first hybrid 
RTG in Mindanao. 
The Mitsui hybrid RTGs are powered 
by a combination of lithium-ion battery 
and smaller diesel engine, making 
it more energy efficient and less 
environmental impact. 
The acquisition aimed to improve the 
yard productivity and overall efficiency 
at these terminals without significantly 
adding to the terminals’ carbon 
footprint. Conventional RTGs are 
operated on a 100 percent fossil fuel, 
a non-renewable energy source. 
To date, there are 46 hybrid RTGs 
across the ICTSI Group. Acquisition 
of more hybrids is in the pipeline 
as part of the effort of ICTSI to 
turn its terminals into a more 
sustainable operation
Marlon Carbajal, one of the employees of OPC, stands 
beside a simulator controller that he designed
A mobile reefer power panel designed to optimize 
power consumption in OMT
MICT, ICTSI's flagship, received the ASPN Green Port 
Award, upholding its commitment towards a more 
sustainable port operation in the Philippines

ICTSI SUSTAINABILITY REPORT 2022
Environment
46
47
Water
  2021   
2022
AVERAGE
TOTAL
Total water 
consumption from all 
areas in megaliters
27 TERMINALS 
33
27 TERMINALS 
33
30 TERMINALS 
30
27 TERMINALS 
880
27 TERMINALS 
899
30 TERMINALS 
915
Total water 
consumption from 
all areas with water 
stress in megaliters
27 TERMINALS 
17
27 TERMINALS 
15
30 TERMINALS 
15
27 TERMINALS 
34
27 TERMINALS 
31
30 TERMINALS 
31
Water
Water as a shared resource links 
each of our terminals to its respective 
local communities, environment, and 
all-natural life. ICTSI continues to ensure 
all terminals are committed to water 
management, implementing policy, 
allocating financial resources and 
championing initiatives integrated into 
our operations. Half of our terminals 
have policies in place for water 
management in their operations based 
on ISO 14001 and other international 
standards. These policies' effectiveness 
is evaluated based on a set of KPIs that 
are reviewed monthly and during internal 
and external audits.
Our terminals are aware of how their 
facilities interact with their water 
resources. Terminals usually obtain 
water either from local suppliers or deep 
wells/underground (boring) sources, 
mainly for human consumption, sewage 
and equipment cleaning. SPIA, MITL, 
and SPICTL collect and recycle rainwater 
which is often discharged to the main 
sewer line where a local wastewater 
plant or a third party treats it.
Half of our terminals have goals and 
targets for water management to 
optimize water consumption in all 
areas. One terminal that optimized its 
water consumption was RBT, wherein 
water consumption was reduced 
by 14% per employee per month. 
Across our organization, water 
management is being led by the 
Engineering Head, or in other cases, by 
entire departments like the Pollution Control 
Officer (PCO), Facilities Maintenance Team, 
Operations Team, HSSE Department, 
Engineering Department, specialists from 
the Industrial Safety and Environment (SIA), 
Environment Coordinator, Analysts, and 
Terminal Partners.
Even when our water use is minimal, given 
that water is not an intrinsic component of 
our business, we continue to be conscious 
of our impact on its quality, accessibility, 
and sustainability.
Terminals enhance water 
management initiatives 
Tecon Suape's Engineering Department 
has improved its waste, or pluvial water 
treatment capacity and implemented a 
water reuse solution.  
The terminal is enhancing its second 
treatment station to increase its 
rainwater harvesting capacity from 40 
percent to 100 percent. The anticipated 
result is the possibility of using recycled 
water and avoiding the usage of potable 
ones in industrial activities.  
In CMSA, the terminal is innovating its 
wastewater pumping system to ensure 
the sustainability of its water resource 
through a responsible wastewater 
treatment system. Through this 
initiative, including building 
a stainless steel collection 
basket and principal water 
discharge, the technology will 
not allow the entry of various 
wastes into the water pumps.  
The terminal maintains this 
system to ensure the quality of 
the water and marine benthic 
organisms present in response 
to environmental regulations.
An enhanced treatment station in TSSA to increase rainwater harvesting capacity for better 
water management

ICTSI SUSTAINABILITY REPORT 2022
Environment
48
49
Waste
ICTSI recognizes the benefits of resource 
conservation (through recycling and 
repurposing), environmental protection, 
and human health promotion and 
protection, hence the need for proper solid 
waste management. Our current waste 
management systems and initiatives are 
approved at the terminal CEO level. They 
are a standard item in the annual budget 
as a crucial component of our strategic 
plan to ensure effectiveness is evaluated 
through monitoring and reporting, KPIs, 
management reviews, and internal audits. 
Some ports even collaborate with external 
contractors for compliance monitoring. 
Waste management programs meet 
international standards (ISO 14001) and 
ports strictly adhere to local legislation 
and the requirements of other regulatory 
agencies in locations where such does 
not apply.  In an effort to reduce waste 
generation and turn waste into resources, 
our terminals have adopted various good 
waste management practices such as 
reusing wastewater for irrigation, reusing 
banana peels and wood waste, recycling 
tires, reducing use of paper through 
process digitalization and banning the 
use of single-use plastics. Additionally, 
employee engagement plays a role in waste 
management, such as raising awareness 
among employees through email 
newsletters, and information campaigns via 
posters and other IEC materials.
Most terminals are likewise involved in 
recycling. During the year in review, 20 out 
of 30 terminals are involved in recycling 
and waste management. Targets vary per 
terminal. To name a few, MHCPSI reached 
2700 MT of waste recycled last year, KMT 
recycled 0.384T of oil, SPIA recycled 160 
tonnes (34% of their waste), BCT donated 
823T of their waste for recycling and 
MICTSI sold 8 MT of their scraps.
While most ports have environmental 
compliance officers, waste management 
responsibility is commonly shared by 
operations, engineering, and safety 
officers in recognition of the harm that 
waste can do to the environment and 
people's health.
Community 
collaborations for waste 
management
CGSA (Ecuador). Recognizing that 
correct waste disposal is a complex 
but actionable problem that can have 
an immediate positive effect on the 
environment, Contecon Guayaquil 
SA explored simple and functional 
initiatives to reduce 10% of generated 
waste from the terminal’s daily 
activities. Green banana waste that is 
left over from quality control is turned 
into animal feed through partnerships 
with farms in Cuenca and Pedro Carbo. 
On the other hand, ripe bananas are 
sent to a bioconversion company, 
where the waste is used as food for fly 
larvae that are later used for animal 
protein production.
TecPlata (Argentina). TecPlata’s Safety, 
Health, and Environment Department 
promote institutional cooperation with 
partners and local communities to 
improve the health and environmental 
conditions in the region through a 
project called "Responsible Social 
Waste Management." Since 2021, 
implementing Environmental Waste 
Management Plan (PGAR) has pushed 
for a 5R-based awareness and 
education plan focusing on initiatives 
that reuse, reduce, repair, recycle and 
regulate waste materials when optimum 
or applicable. 
The initiative has ensured sustainable 
development by promoting recycling 
and reuse of waste within the 
community contributing to a healthy 
common environment. 
MHCPSI rolls out 
eco-friendly capacity 
expansion
Manila Harbor Center (MHCPSI), the 
largest bulk and breakbulk handling 
facility in the Port of Manila in the 
Philippines, is expanding its cargo 
handling capacity with the completion 
of eco-friendly bulk cargo bays (BCB). 
This new development increases 
MHC’s number of BCBs from two 
to five, effectively improving the 
terminal’s bulk storage capacity by 
over 100 percent from 24,000 to 
55,000 metric tons. These cover 
a combined area of 6,650 square 
meters, enclosing cargo inside 
seven-meter walls that help to 
mitigate the environmental impact of 
bulk cargo operations by minimizing 
the spread of dust.
“Compared to open storage that 
requires the use of laminated sacks, 
BCBs require less cover as they 
minimize the surface area of the 
cargo exposed to weather elements. 
BCBs prevent cargo erosion with 
the help of drainage and roadways, 
resulting in minimal spills and 
a cleaner port environment,” 
says Jennifer Olaer-Salazar, 
MHC safety head.
“We continue to keep the area 
surrounding the BCBs clean through 
road sprinkling, sweeping and tire 
baths to ensure that ambient air 
quality is below the acceptable 
limits,” she adds.
Aerial view of the Manila Harbor Center, where our eco-friendly capacity expansion project 
has been rolled out
Waste
  2021   
2022
HAZARDOUS
Oily waste (tons)
27 TERMINALS 
1,429.93 TONS
27 TERMINALS 
1,202.92 TONS
30 TERMINALS 
1,235 TONS
Busted fluorescent lamp (tons)
27 TERMINALS 
2.62 TONS 
27 TERMINALS 
3 TONS
30 TERMINALS 
4 TONS
Clinical waste (tons)
27 TERMINALS 
0.84 TONS
27 TERMINALS 
0.88 TONS
30 TERMINALS 
1.78 TONS
ULAB
27 TERMINALS 
2,487 PIECES
27 TERMINALS 
73.89 TONS
30 TERMINALS 
74.46 TONS
Others (tons)
27 TERMINALS 
214.66 TONS
27 TERMINALS 
365TONS
30 TERMINALS 
388 TONS
Total hazardous waste (tons)
27 TERMINALS 
1,648 TONS
27 TERMINALS 
1,666 TONS
30 TERMINALS 
1,703 TONS
27 TERMINALS 
+2,487 PIECES ULAB
27 TERMINALS 
+574 PIECES BUSTED FLUORESCENT LAMP
NON-HAZARDOUS
Solid waste (tons)
27 TERMINALS 
12,095.28 TONS
27 TERMINALS 
9,481 TONS
30 TERMINALS 
13,860 TONS
Others (tons)
27 TERMINALS 
422.42 TONS
27 TERMINALS 
1,481TONS
30 TERMINALS 
1,481 TONS
Total non-hazardous waste (tons)
27 TERMINALS 
12,518 TONS
27 TERMINALS 
10,962 TONS
30 TERMINALS 
15,340 TONS

ICTSI SUSTAINABILITY REPORT 2022
Environment
50
51
Biodiversity 
ICTSI persists in our efforts for the 
protection of ecosystems and biodiversity. 
We believe in ecosystems-based 
approaches to promote the conservation 
of critical species and the quitable and 
sustainable use of resources. For this, we 
partner with experts and organizations on 
the ground who work in the trenches of 
biodiversity protection and preservation.  
From where we are in the world, we focus 
inland to contribute to forest protection 
and development as we fix our attention 
seaward for coastal preservation and 
marine conservation. Our global presence 
means involvement in diverse biodiversity 
initiatives such as seahorse conservation 
efforts, protection of the black and white 
rhinos, nurturing future conservation 
champions through education and 
awareness in South Africa, support for 
wildlife management and rescue plan in 
Brazil, and a 165,000-acre research and 
conservation project in Palawan, Philippines
TSSA supports seahorse conservation
Tecon Suape shares its resources 
with the Hippocampus Institute’s 
conservation efforts in Ipojuca 
The Institute conducts research, 
breed, and release activities for 
seahorses, which face extinction 
due to industrial development and 
water pollution resulting in severe 
habitat loss and degradation.
Seahorses have been placed 
under vulnerable status since 
1996, with certain species on the 
red list of threatened species. 
The Hippocampus Institute is a 
non-governmental organization 
working to conserve seahorses 
for over 25 years by breeding 
the animals in their laboratory 
aquariums. Last year, the 
institute released more than 
34,000 seahorses in the 
region’s estuaries.
TSSA is one of the first 
companies operating in the 
Suape Port Industrial Complex 
to work with the Ipojuca-based 
non-governmental organization. 
The partnership reaffirms its 
commitment to sustainable and 
environment-friendly operation at 
the Port of Suape.
The Wildlife Rescue Plan aims 
to establish the fundamental 
criteria for wildlife management in 
locations exposed to the influence 
of contamination. The main 
goal is to avoid the ecological 
imbalance of the natural 
ecosystem of the affected areas 
through wildlife identification, 
assessment, monitoring, and 
protection strategies. The goal is 
to prevent adverse impacts from 
outside agents and preserve the 
wildlife in the area.
Growing trees also means cultivating a culture
As we help sustain a forest, we are 
also nurturing our people. Studies 
show that employees are more 
likely to be satisfied with their jobs 
if they work for an organization 
that contributes to environmental 
protection and conservation. 
In collaboration with the ICTSI 
Foundation, MCT entered into a 
memorandum of agreement (MOA) 
with the Philippine Department of 
Environment and Natural Resources 
Provincial Environment and 
Natural Resources.  
Also in the Philippines, the ICTSI 
Foundation partnered with the Ramon 
Aboitiz Foundation, Inc. (RAFI) for a 
tree-growing project in Batangas.
Through RAFI’s One-Two-Tree (OTT) 
program, the partnership aims to plant 
and nurture 45,000 native trees in 
a 56-hectare area for three years in 
the municipalities of Balayan and Tuy, 
Batangas. ICTSI Foundation will solely 
fund this tree-growing project, the first 
project partnership of RAFI-OTT in 
the Luzon area.
At CMSA in Manzanillo, 164 people, 
composed of employees and their 
families, planted trees in an area of 
1.2 km around the lagoon of Cuyutlán. 
Volunteers left behind thriving 
seedlings as they removed 518 
kilograms of trash from the area.
ICTSI biodiversity 
program recognized 
in Manila Bulletin's 1st 
Sustainability Forum
ICTSI received additional recognition 
for supporting efforts to protect the 
Victoria-Anepaan Mountain Range in 
Palawan during the 1st Sustainability 
Forum of the Manila Bulletin, a leading 
newspaper in the Philippines. 
The support began in 2020 when 
ICTSI, through the ICTSI Foundation, 
partnered with the Katala Foundation 
to implement a wildlife research 
and conservation project within 
the mountain range to improve the 
conservation status of some of the 
country's threatened wildlife which 
included the Philippine Pangolin, 
Philippine Cockatoo, and the 
Palawan Porcupine. 
During the forum, ICTSI's Independent 
Director Chief Justice Diosdado 
M. Peralta (ret.) had an insightful 
discussion on the lessons of the 
country from the landmark decisions 
on environment and labor relations.
Protecting South 
Africa's Rhinos
ICTSI backs conservation efforts 
in South Africa.
ICTSI has upheld its commitment 
to biodiversity conservation and 
protection with its recent support for 
dehorning black and white rhinos and 
establishing raising awareness among 
of children in South Africa. 
ICTSI partnered with Wild Wonderful 
World to halt the decline of rhino 
populations through dehorning. The 
Company has donated more than 
ZAR250,000 so far, which has helped 
the continuous operations of Wild 
Wonderful World at Kruger National 
Park in South Africa.
The dehorning of rhinos was seen 
as an effective response with a 29 
percent higher chance of survival. 
Poaching decreased significantly 
in 2021 through the efforts of 
organizations such as the Wild 
Wonderful World in protecting 
the gentle giants.
ICTSI, through the ICTSI Foundation, 
has supported of biodiversity 
conservation through partnerships. 
In the Philippines, the Company 
is also at the forefront of backing 
the protection of critically 
endangered animals, especially 
several species endemic to the 
island of Palawan such as pangolin, 
cockatoo, and porcupine.
ICTSI has been supporting the dehorning of rhinos to protect and increase 
their population in South Africa 
Seahorse conservation is TSSA's one of the many biodiversity protection programs 
under its Wildlife Rescue Plan

ICTSI SUSTAINABILITY REPORT 2022
Economy
52
53
Economy
02
Context and Commitments
Across our operations worldwide, we are committed to actively help our host nations 
maximize their port infrastructure investments and boost trade as a driver of sustainable 
development.  As a major player in the global value chain, we are committed to providing 
value-adding services and facilitating the free flow of goods between nations and 
regions.  In doing so, we help create thousands of direct and indirect employment 
opportunities through our support to local sectors and industries in our host communities 
across continents.
Groundwork
Our financial prudence and strategic 
business growth are propelling us 
forward to 2023.
Gains
We delivered a strong performance 
in 2022 anchored on more efficient 
operations. We grew value by keeping 
ports open and international trade, 
supporting local economic growth and 
global economies with the unimpeded 
movement of commodities through 
robust port and terminal operations.  
Moving Forward
In line with our multiregional 
expansion plans, we continue to grow 
our portfolio and be a growth partner 
for economies, seek port privatization 
opportunities and port asset sales 
globally and help support people’s 
aspirations for sustainable growth.
ICTSI plans to spend AUD343 million to expand Victoria International Container Terminal's operations in the Port of Melbourne in a bid to make it the 
largest of its kind in Australia

ICTSI SUSTAINABILITY REPORT 2022
Economy
54
55
Momentum Where It Matters
As a leading trade facilitator, ICTSI understands the importance of our 
role in facilitating global trade and commerce. ICTSI's commitment to 
supporting our host economies is a key aspect of fulfilling our social 
purpose as a company and a vital component of our business strategy. 
By investing in local infrastructure, creating jobs, and generating 
revenue, ICTSI is helping to drive economic growth and contributing to 
the well-being of our communities.  
Working in partnership with host governments, local businesses, 
and other stakeholders, ICTSI can foster sustainable economic 
development. Our investments in port infrastructure and technology 
can positively impact the broader economy, creating economic and 
business opportunities and spurring innovation This can help build a 
more competitive and dynamic business environment, attracting new 
investment and enhancing the competitiveness of the local economy.
Our commitment to supporting our host 
economies is a win-win proposition, 
creating value for both the company and 
the communities we serve. We continue 
to drive economic growth and contribute 
to the well-being of our host communities 
while strengthening our position as a 
leading port operator. 
The Upside After 	 	
a Downturn
As the global economy continues to 
recover from the impact of the COVID-19 
pandemic, many countries have eased their 
restrictions and businesses continue to 
reopen, leading to a rebound in economic 
activity. However, economic risks remain 
tilted to the downside with the escalation of 
the war in Ukraine; inflation requiring tight 
monetary policies; and China’s recovery 
from COVID-19 disruptions remaining 
fragile. On the positive side, strong labor 
markets and solid wage growth could 
bolster consumer demand, while easing 
supply chain disruptions could help cool 
inflation and limit the need for more 
monetary tightening. Amidst economic 
volatility, ICTSI's recent expansion initiatives 
and acquisitions reflect our dedication 
to advancing our global reach and 
strengthening our position as a leading 
port operator. These strategic endeavors 
have allowed us to access new markets, 
enhance our capabilities, and provide more 
comprehensive solutions for our customers 
and clients. 
In Brazil, ICTSI announced a new 
partnership with Tracker Logistica to form 
iTracker Logistica Inteligente, providing 
provide a full range of intermodal logistics 
services in the Port of Rio de Janeiro. 
The new company will focus on delivering 
eco-efficient solutions to users in the port. 
It will offer services such as an empty 
container depot, export container freight 
station, general warehousing, distribution 
center, and road and railway transportation.
In Indonesia, we acquired a majority stake 
at PT East Java Development, which 
holds the rights, with 47 years remaining 
in its concession, to operate the East 
Java Multipurpose Terminal in Lamongan 
Regency, East Java. This will enable us to 
expand our presence in Southeast Asia 
and tap into the growing demand for port 
services in the region.
To broaden our range of logistics solutions, 
including third-party and fourth-party 
logistics in our home operations in the 
Philippines, we have launched a new 
subsidiary, Sevilla Brokerage, Inc. (SBI), 
to streamline the customs brokerage 
process for our vital import and export 
activities. Additionally, Catalyst Logistics, 
Inc. (CLI), formed in collaboration with 
Prime Alta Holdings, Inc. (PAH), is expected 
to minimize costs and provide more 
efficient and effective freight forwarding 
and logistics services for our various 
operations nationwide. 
In keeping with our commitment to our 
host communities, we began our expansion 
project at Contecon Manzanillo in Mexico 
last December to boost our capacity and 
enhance our competitiveness in the Latin 
American market.
Finally, our new 30-year lease agreement 
with the Port Authority of Gdynia for 
the Baltic Container Terminal (BCT) in 
Poland emphasizes our dedication to 
expanding our presence in Europe and 
responding to the growing demand for port 
services in the region.
Overall, these recent acquisitions and 
expansion projects demonstrate our 
commitment to enhancing our capabilities, 
expanding our global reach, and 
providing more comprehensive solutions 
to our customers, even in the face of 
economic challenges.
Business performance           
in container throughput
  2021 
 
  2022
11.16 
MILLION TEUS
12.22 
MILLION TEUS
ECONOMIC PERFORMANCE (IN MILLION USD)
Direct economic 
value generated
1,904.1
2,926.5
Economic value 
distributed
1,733.0
1,947.9
Operating costs
460.3
521.1
Employee wages  
and benefits
236.3
263.5
Payments to providers 
of capital
406.2
465.3
Payments to 
governments
619.4
679.5
Community 
investments
10.7
18.5
Economic value 
retained
171.0
348.7
Economic Contributions
For full year 2022, ICTSI delivered strong 
performance with a net income attributable 
to equity holders of USD618.46 million, 44 
percent more than the USD428.57 million 
earned in 2021 primarily due to higher 
operating income; partially tapered by 
increase in depreciation and amortization 
charges, interests on loans, lease liabilities 
and concession rights payable, provision 
for income taxes, and nonrecurring 	
impairment charges.

ICTSI SUSTAINABILITY REPORT 2022
Economy
56
57
Gross revenues from port operations for 
the year ended December 31, 2022 was 
20 percent higher at USD2.24 billion 
compared to the USD1.87 billion reported 
in the same period in 2021 mainly due to 
volume growth and market recovery from 
the impact of the pandemic, favorable 
container mix, tariff adjustments at certain 
terminals, new contracts with shipping 
lines and services, higher revenues from 
ancillary services, and the contribution of 
MNHPI and the new terminals, MHCPSI 
in the Philippines, ICTSNL in Nigeria and 
IRB Logistica in Brazil.  This was partially 
tapered by decline in trade activities 
at PICT, and unfavorable translation 
impact mainly due to the depreciation of 
Philippine peso and Australian dollar based 
revenues at Philippine terminals and VICT 
in Melbourne, Australia, respectively, and 
Euro-based revenues at MICTSL and AGCT 
in Madagascar and Croatia, respectively.
ICTSI handled consolidated volume of 
12,216,190 twenty-foot equivalent units 
(TEUs) in 2022, nine percent more than 
the 11,163,473 TEUs handled in the same 
period in 2021. The increase in volume was 
primarily due to consolidation of MNHPI 
in Manila, Philippines starting September 
2022; volume growth and improvement in 
trade activities as economies continue to 
recover from the impact of the COVID-19 
pandemic and lockdown restrictions; and 
new shipping lines and services at certain 
terminals.
Strengthening our  
Financial Position
As we move towards maintaining our long-
term success and stability in today’s volatile 
business landscape, ICTSI takes proactive 
measures to improve key financial metrics 
to ensure our strength to weather economic 
downturns and take advantage of growth 
opportunities. Ultimately, a solid financial 
position will provide us with the resources 
and flexibility we need to innovate, grow, 
and remain competitive.  
In response to the increased cash flows 
from its international subsidiaries, ICTSI 
has taken steps to recalibrate its capital 
structure and maximize the usage of 
cash from its terminals through a liability 
management exercise and a deleveraging 
program. In November 2021, the company 
issued US$300 million of 10-year fixed-rate 
notes with a coupon of 3.5% and 
successfully tendered its equity-accounted 
5.875% and 4.875% perpetual securities 
with call dates in 2022 and 2024, 
respectively. Aside from the savings on the 
financing cost due to the lower coupon, we 
were able to extend the average duration 
from 4.4 to 6.1 years in a rising interest 
rate environment.
To address constraints on cash repatriation 
due to accounting and regulatory issues at 
certain terminals, such as CMSA in Mexico 
and VICT in Australia, ICTSI implemented 
two projects to provide liquidity for its 
deleveraging program:
	
p Executed an MXN asset-backed USD 
loan without foreign currency exposure 
and a positive interest carry, enabling 
the extraction of US$110 million of 
liquidity from CMSA in 2022 alone.
	
p Implemented a global cash pool 
program, without foreign currency 
exposure and with competitive 
interest rates, that provided US$100 
million of liquidity for the Group by 
the end of 2022 without expanding 
the balance sheet.
Furthermore, the redemption of the 
remaining US$216 million perpetual 
securities last May 2022 was funded 
mainly by internally generated cash and 
will provide additional savings on our 
financing cost.  
New equipment 		
	
for ICTSI terminals
SPICT (Papua New Guinea). South 
Pacific International Container 
Terminal (SPICT) can now handle 
of handling larger box ships 
after receiving a pair of new 
ship-to-shore (STS) cranes, the 
largest port equipment in Papua 
New Guinea today. 
Manufactured by Shanghai Zhenhua 
Heavy Industry Co. Ltd. (ZPMC) 
and with a reach of up to 17 rows 
across, the new Post-Panamax cranes 
can efficiently service vessels of up 
to 6,000 TEUs and is part of ICTSI’s 
ongoing program to strengthen and 
enhance the overall operational 
efficiency at PNG’s leading 
container terminal. 
The new cranes, which were 
commissioned in early 2023, 
will contribute to SPICT’s market 
leader positioning in the national 
and international logistics chain. The 
terminal will soon be able to facilitate 
direct calls by larger vessels operating 
in the major trade routes, which 
would reduce costs for importers and 
exporters in the region. 
SPICT has likewise invested in two 
2.5-Megawatt Cummins power 
generators to ensure constant power 
supply in Lae and procured seven new 
truck trailers in Lae and three units 
in Motukea, as part of the additional 
investment to support the STS cranes 
increased productivity. Additional 
equipment such as empty container 
handlers are expected to arrive in both 
terminals in 2023, same as two other 
rubber tired gantries (RTG) for SPICT. 
MCT (Philippines). Mindanao 
Container Terminal, ICTSI’s business 
unit in Misamis Oriental, acquired 
a mobile harbor crane (MHC) in 
November last year to enhance 
capacity and boost productivity. 
The MHC will augment the terminal’s 
existing quay cranes to enhance 
overall vessel handling capability by 
enabling the simultaneous handling 
of two longer ships. The MHC will be 
operational by December. 
Earlier in March, MCT deployed 
two new rubber-tired gantries to 
increase the efficiency of its landside 
operations. A side lifter will also be 
deployed in November to support 
MCT’s recently launched empty 
container depot service. 
MCT’s acquisition of additional port 
equipment is part of its ongoing 
expansion program. This comes after 
the 100-meter berth expansion and 
installation of dolphin mooring and 
inland bollards back in 2020. These 
improvements address the volume and 
service demand increase, allowing 
MCT to better support the growing 
markets in Mindanao. 
PICT (Pakistan). Pakistan International 
Container Terminal received two new 
Kalmar reach stackers last January 
to boost operational efficiency. The 
new equipment added flexibility to 
the terminal’s operation as PICT 
continues to drive efficiency, being 
the pivotal port gateway to Pakistan’s 
international trade. 
CMSA (Mexico). Contecon Manzanillo 
expanded its port equipment fleet by 
acquiring two Kalmar RTGs and 15 
Terberg terminal tractors. The new 
equipment delivered last January 17 
as part of the company’s USD230 
million expansion project for 2022 will 
address the increasing volume at the 
Port of Manzanillo.    
Aside from making the terminal 
operations more efficient, new 
equipment is a pivotal step towards 
CMSA’s modernization and goal of 
adding 300,000 TEUs to its annual 
capacity by 2024.  
MGT (DR Congo). Matadi Gateway 
Terminal recently commissioned 
two Kone Cranes SMV4632 TC5 to 
boost its yard operations. Delivered in 
March, the reach stackers were part 
of MGT’s Phase 2 expansion project, 
which is expected to be completed 
by 3rd quarter of 2023. The project 
covers improvements to both yard 
and berth and upon completion, will 
expand the terminal’s berth to 500 
meters and capacity to 400,000 TEUs 
and 800,000 metric tons. 
MIT completes 1st 
stage of container 
yard rehab 
Motukea International 
Terminal in Port Moresby, 
Papua New Guinea, 
has completed stage 
1 of its container yard 
rehabilitation. Construction 
commenced in third quarter 
of 2021 to further enhance 
the yard’s structure and 
make it safer for MIT 
equipment operators 
and truck drivers. Stage 
2, which is currently 
underway, includes 
refurbishments and is 
scheduled for completion 
by the end of third quarter 
this year. The PNG Ports 
Authority appointed Hebou 
Construction PNG Ltd. as 
the contractor for the yard 
rehabilitation project. 
PNG had its largest port equipment in the delivery of SPICT's hybrid RTGs

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Improvements in our network 
BGT handles cargo for  
water improvement project 
In support of nation-building in 
Iraq, Basra Gateway Terminal 
(BGT) unloaded 1,013 ductile 
iron pipes weighing 6,373 tons 
from the MV Interlink Dignity , 
safely and efficiently handling 
cargo for the Basra Water Supply 
Improvement Project in Basra and 
Hartha in April 2022.   
The pipes will be used to 
construct and rehabilitate water 
supply facilities, including a water 
treatment plant and a water 
distribution network, to improve 
the supply and quality of water in 
the two cities.  
BGT is honored to share its 
logistics and cargo handling 
expertise to assist in projects 
that aim to improve people’s lives 
in its host community and the 
country in general. Before the 
1991 Gulf War, the water supply 
in Iraq compared favorably with 
those of neighboring countries. 
However, subsequent economic 
sanctions, conflicts, and climate 
change have negatively affected 
the country’s water supply. 
Building dynamic 	 	
trade gateways
​We leverage our port leadership with our 
global presence of 33 ICTSI marine and 
inland container and multipurpose terminals 
located in 20 countries worldwide with new 
expansions and services set to strengthen 
our financial position and resilience. 
Anchored on our group-wide 4Cs 
approach, we are constantly developing 
our existing portfolio of terminals and 
seeking acquisition opportunities that meet 
investment criteria as part of our focused 
business strategy to improve volume, 
revenues, and net income growth.
Responsible Tax 
Management
Tax revenue generation is an important 
source of income for governments around 
the world as it plays a crucial and major role 
in funding public services and infrastructure 
projects. As a multinational, ICTSI and its 
subsidiaries are subject to corporate taxes 
in the countries where we operate, and our 
tax payments contribute to the tax revenue 
generated by those countries. 
The ICTSI Group understands that its 
tax strategy plays a significant role in 
maintaining society’s trust, not just of the 
Group’s clients, suppliers, regulators, and 
shareholders, but also of its stakeholders 
and the community in general. The Group 
recognizes that its contributions support 
the growth of the nations it is partners 
with, not just in terms of investments but 
also significantly in the taxes contributed 
to each jurisdiction where the Group 
has a presence. 
MCT (Philippines). Mindanao 
Container Terminal launched a 
4.5-hectare Empty Container 
Depot (ECD) in March 2020. 
This ECD was compacted to 
accommodate the storing of 
empty containers for seamless 
pull-out of containers.  
Due to the increasing volume and 
demand for double transactions, 
MCT concreted a portion of 
the ECD area, a project that 
started last April 2022 and 
was completed in August. The 
total area concreted was 7,379 
sqm which increased the yard 
capacity up to 26%.   
MHC (Philippines). Manila Harbor 
Center has embarked to deepen 
berths covering 865 meters 
in Terminal 1-2, 240 meters 
in Terminal 3, 170 meters in 
Terminal 4, and the port basin in 
2022. Once completed, Terminal 
1-2 berth’s new controlling draft 
will be at -10.5 meters, -8.7 
meters for Terminal 3, and -7 
meters for Terminal 4. 
We continue to deliver value-adding 
linkages and bolstered digitalization and 
operational efficiencies in our port terminal 
operations and trade gateways to make our 
businesses more resilient and agile.
In Mindanao Container Terminal (MCT), 
ICTSI’s business unit in Misamis Oriental, 
we deployed two new rubber-tired gantries 
to increase the efficiency of landside 
operations in March. In November, 
MCT acquired a mobile harbor crane 
(MHC) to further enhance capacity and 
boost productivity. This will augment 
the terminal’s existing quay cranes to 
enhance overall vessel handling capability 
by enabling the simultaneous handling of 
two longer ships.
In Mexico, Contecon Manzanillo (CMSA), 
the most important node of international 
logistics in the Pacific Coast of Mexico, 
ICTSI acquired two Kalmar yard cranes 
and the 15 state-of-the-art Terberg 
yard/terminal tractors as part of our 
US$230 million expansion project for 
2022. This acquisition, a pivotal step of 
CMSA modernization leads to the goal of 
adding 300,000 TEUs annual capacity by 
2024increasing operational capacity and 
reliability while lowering fuel consumption. 
CMSA’s expansion will create more than 
600 new direct jobs, in addition to the 
existing 1,200, along with 11,600 indirect 
jobs, making the company one of the most 
committed employers in Colima.
In Papua New Guinea, South Pacific 
International Container Terminal (SPICT), 
a unit of ICTSI at the Port of Lae, unveiled 
a pair of new ship-to-shore (STS) cranes.  
Capable of handling large box ships, the 
STS cranes are the largest port equipment 
in PNG today. With a reach of up to 17 
rows across, the new Post-Panamax 
cranes can efficiently service vessels 
of up to 6,000 TEUs and are part of 
ICTSI’s ongoing program to strengthen 
and enhance the overall operational 
efficiency and productivity of Port Lae, 
a vital transshipment hub for the Pacific 
islands region.
Meanwhile, stage 1 (container yard 
rehabilitation) and stage 2 (refurbishments) 
of  Motukea International Terminal in 
Port Moresby were completed in the 
third quarter. The PNG Ports Authority 
appointed Hebou Construction PNG 
Ltd. as the contractor for the yard 
rehabilitation project.
Elsewhere, we continued to expand our 
operations by adding two new multipurpose 
terminals in Nigeria and Cameroon. We 
also expanded our existing operation in Rio 
de Janeiro, Brazil, by adding rail logistics 
to its services.
ICTSI showcases its strength in facilitating development in its host communities, such 
as the handling of cargo for a large water improvement project in Iraq
ICTSI terminal's continuous improvement is a testament of the Company's 
commitment to better serve its stakeholders

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In addition to generating tax revenue 
through corporate taxes, ICTSI contributes 
to tax revenue through other means, such 
as payroll taxes for its employees or indirect 
taxes on the company’s services.  
As good global citizens, ICTSI is committed 
to enhancing value through sound, prudent, 
and effective management and business 
decisions compliant with laws, rules, 
regulations, and practices. The Group 
maintains the highest adherence to tax 
compliance and endeavors to achieve tax 
certainty and tax transparency.
Tax Certainty involves continuous 
assessment of our tax practices to reduce 
tax risks, while ensuring full compliance and 
timely adherence to applicable tax laws and 
regulations. Meanwhile, Tax Transparency 
entails multiple levels of review conducted 
by our financial and accounting teams, 
independent tax consultants, and the 
Global Tax group for tax returns, filings, and 
specific taxable transactions.  
As a global conglomerate, efficient 
cross-border taxation is an essential aspect 
of our tax strategy. With global tax laws 
constantly changing, we remain vigilant 
in ensuring that our tax strategy always 
complies with the latest tax rules. 
Each of our operating companies or 
business units has a CFO or finance head 
in charge of tax compliance and reporting 
to the Global Financial Controller, and 
ultimately to the Executive Vice President. 
The Global Tax group team spearheads 
awareness and guides in implementing 
tax laws, rules, and regulations, while 
also providing guidance on interpreting 
tax treaties and global tax rules from a 
cross-border perspective. The Global Tax 
group represents the Company in domestic 
tax controversies and actively pursues 
advocacies that foster changes in tax laws 
and regulations to ensure equitable tax 
burden on the Company.  
ICTSI engages third-party experts for the 
preparation of supporting documentation, 
such as transfer pricing studies, as well 
as for the review of significant tax issues. 
ICTSI and specific BUs collaborate on the 
preparation of supporting documentation, 
which can then be replicated and leveraged 
by other members of the Group as 
needed. The Group also engages external 
tax lawyers and consultants in handling 
tax controversies, especially in judicial 
proceedings. Major tax engagements 
are cleared and approved by ICTSI 
corporate headquarters. 
The Group’s tax compliance processes are 
constantly assessed and improved, through 
tax health checks or compliance reviews 
at least once every two years. The BUs 
are also encouraged to refer tax issues 
with reputable tax consultants in their 
jurisdictions, in addition to seeking counsel 
with the Global Tax group at the first 
instance. The Global Tax group ensures 
that recurring issues seen in audits are 
addressed. The Group also continuously 
assesses incentives available in light of 
ever-changing tax laws and regulations. 
The Group also complies with international 
standards such as those set by the 
Organization for Economic Cooperation 
and Development (OECD), as several 
of the Group’s BUs are in OECD 
member-countries. The Philippines does not 
have a specific requirement for the master 
file and country-by-country report (CBCR), 
as required by the OECD; nonetheless, 
the Group has been complying with the 
OECD’s Base Erosion and Profit Shifting 
Action Plan (BEPS 1.0) . Specifically, the 
Group prepares and submits the Master 
File, which is made available to specific 
BUs with a local or specific legislation, and 
a Country-by-country report (CbCR) since 
2017 through one of its Dutch entities (as 
the Group’s Designated Entity to file the 
CBCR) in the Netherlands.  
ICTSI and its BUs (as needed) comply 
with other local laws and regulatory 
requirements. As required, significant 
and material RPT transactions are 
presented to the RPT committee and the 
Board for approval. Regular reporting to 
the ICTSI RPT Committee is also being 
done, following the Company’s RPT 
Charter and Policy.
Finally, as regards the Group’s stakeholder 
and management engagement relating 
to tax governance and issues relating to 
tax may be raised by stakeholders to the 
Global Tax group and if needed, escalated 
to the Compliance Officer.
Atty. Maria Carmelita Torres and Wendy Go of Global Tax received the top taxpayer accolade 
from the City Government of Manila
The City of Manila has recognized 
International Container Terminal Services, 
Inc. (ICTSI) and subsidiary Manila North 
Harbor Port, Inc. (NorthPort) as among the 
city’s top business taxpayers for 2022. 
ICTSI was named the city’s second highest 
business tax contributor, and seventh top 
real property taxpayer; while NorthPort 
landed sixth for top business taxpayer, and 
second highest top real property taxpayer. 
Former Manila Mayor Francisco M. 
Domagoso, and Vice Mayor and now 
Manila Mayor Maria Sheilah "Honey" 
Lacuna–Pangan presented the trophies for 
ICTSI to Atty. Maria Carmelita Torres, ICTSI 
Tax Senior Manager, and Wendy Go, ICTSI 
Tax Manager. Roger Teberio, NorthPort 
Operations Manager, meanwhile received 
the citations for NorthPort.
ICTSI, NorthPort among Manila’s top taxpayers

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ICTSI carries on Manila, 
Manzanillo expansion
ICTSI continues to expand the 
capacity of its flagship Manila 
International Container Terminal 
(MICT) in the Philippines with the 
ongoing development of another berth 
– Berth 8, and the Phase 3 expansion 
of Contecon Manzanillo in Mexico’s 
Pacific coast. 
In the Philippines, the new berth 
construction at MICT, which will 
take place in two stages, would 
enable MICT to handle rising 
volume demands and accommodate 
newer container ships that can 
accommodate up to 18,000 TEUs. 
MICT will be prepared to efficiently 
and quickly service large container 
ships, a trend that continues to rise. 
“Berth 8 will be a game-changer 
for the city; it will take Manila’s port 
capabilities to a whole new level 
with the ability to handle the larger 
capacity ships and the additional 
volume that comes with them. The 
added capacity will allow us to stay 
ahead of demand and address the 
steadily increasing volume, a sure sign 
of economic recovery for our country,” 
said Christian R. Gonzalez, ICTSI 
Executive Vice President.
He adds: “ICTSI is not specifically 
obligated under its contract with the 
Philippine Ports Authority to build 
Berth 8. We’re doing it to become 
more competitive in the face of 
rising global trade. Our commitment 
has always been to provide the 
highest levels of service and 
infrastructure, and building another 
berth to increase our terminal’s 
capability is one way of honoring 
that commitment.”
Currently under design, Berth 8 
will add a total of 400 meters quay 
and up to 12 hectares of yard area 
in phases. Water alongside will 
be initially dredged to a depth of 
13.5 meters, potentially further 
deepening to 15 meters draft. Along 
with port equipment, the expansion 
is estimated to cost P15 billion. On 
completion, Berth 8 will be equipped 
with at least four quay cranes – two 
of which will be delivered in 2025 
– the largest in the terminal and in 
the Philippines. 
Aside from constructing Berth 
8, ICTSI has commenced the 
modernization of Berths 1 to 5 and 
their backup and yard areas. The 
project includes the installation 
of additional reefer racks to 
accommodate approximately 300 
TEUs of reefer cargo.
Meanwhile in Mexico, Contecon 
Manzanillo (CMSA) recently 
commenced its third phase expansion 
project, which will increase its capacity 
from 1.2 million to more than two 
million TEUs within the next five years. 
The third expansion phase will enable 
the Port of Manzanillo – a key port 
in the Pacific Coast of Mexico – to 
expand its operational capacity and 
cater to the country’s current and 
future foreign trade requirements. 
The ambitious investment plan for 
2022 to 2025 would cost more than 
USD230 million, which will mainly 
be utilized to upgrade shipping and 
terminal infrastructure, storage yards 
and equipment. The capacity increase 
to two million TEUs will position 
Contecon as the largest terminal in 
Mexico’s Pacific coast.
CMSA’s expansion will create more 
than 600 new direct jobs, in addition 
to the existing 1,200, and 11,600 
indirect jobs, making the company 
one of the most committed employers 
in Colima. This boost in growth and 
the goal of consolidating the Port 
of Manzanillo’s position as the most 
important and competitive in the 
country prompted CMSA to start the 
third phase of the new port expansion 
project and serve the country’s foreign 
trade needs in the coming years.
The company has invested around 
USD122 million in port equipment 
since starting operations, contributing 
more than USD238 million in port 
considerations to Mexico’s port 
infrastructure. With these actions, 
CMSA reaffirms its commitment 
to the development of the State of 
Colima and its people, and the Port 
of Manzanillo’s position as a strategic 
point for Mexico’s supply chain.
ICTSI signs new 30-year lease for Baltic Container Terminal in Gdynia, Poland
ICTSI has recently entered into a 
new lease agreement with the Port 
Authority of Gdynia SA to operate 
the Baltic Container Terminal (BCT) in 
Poland. The lease agreement lasts 30 
years and will allow ICTSI to use the 
terminal until 2053.
ICTSI has been active in the Port of 
Gdynia since 2003, investing over 
USD100 million in the terminal’s 
facilities, personnel, and general 
service capability.
Future investments are expected to 
easily match and exceed this figure. 
Port Authority of Gdynia S.A. to 
upgrade the port infrastructure to 
facilitate the access and handling 
of larger vessel sizes. Stage 1 works 
have been completed, enabling 
BCT to handle vessels with an LOA 
of up to 366 meters. Subsequent 
developments will provide access 
for and the handling of much larger 
vessels of up to 400 meters LOA.
BCT represents an important 
component in Poland’s port 
infrastructure – functioning as a key 
maritime gateway for feeder services, 
relaying cargo to/from the main North 
European hubs and as a main port of 
call for direct services – the Scan/Balt 
– USA and the North West Continent 
– India Pakistan Services. The 
development work at hand promises 
to enable BCT to consolidate and 
expand handling both categories 
of service to the direct benefit of 
exporters and importers. Equally, it 
will facilitate handling special cargoes 
such as advanced military equipment.
“BCT has considerable expertise 
in this area,” emphasizes Wojciech 
Szymulewicz, BCT chief executive 
officer, “meeting stringent security 
requirements, and as such enjoys 
the trust of the Polish army and 
Poland’s NATO Allies.”
Recent years have also seen BCT 
make its mark in handling wind turbine 
components destined for use in 
onshore wind farms. It further expects 
to deploy this expertise in conjunction 
with offshore wind farms, which are 
planned for development over the 
short to medium term.
“We are pleased to extend our long 
and positive relationship with the Port 
of Gdynia, ” said Hans-Ole Madsen, 
ICTSI senior vice president, regional 
head - Europe, Middle East and Africa 
(EMEA), speaking on the occasion 
of the formal signing of the lease 
extension. “We look forward to playing 
our part in the next growth phase 
foreseen for the port and to rolling 
out new investments in a sustainable 
way that will meet the latest client 
requirements, build the terminal’s 
strategic attributes and maximize 
positive economic impact across 
the board, for BCT, the port and 
city as a whole.”
The emphasis on sustainability at 
BCT will be further reflected in the 
ongoing efforts to move cargo into 
and out of the terminal via rail, not just 
to national destinations but beyond 
Poland’s borders. 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 to Northern Italy, serving 
various industrialized centers en route.
BCT processes approximately 
250 intermodal trains operated 
by 13 intermodal operators 
monthly. Container cargo moved 
by rail accounts for 30 percent of 
annual throughput.
BCT is also a member of the 
EU-backed COMODALCE project, 
designed to take intermodal rail 
operations to a new, higher level.
CMSA CEO José Antonio Contreras (left) and Colima Governor Indira Vizcaíno Silva lay the first 
stone for CMSA’s Phase 3 expansion during the project’s inauguration
ICTSI will retain its position as a major operator in Gdynia after signing a 30-year lease 
agreement with the port authorities

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Working with governments for economic and social progress
ICTSI is mindful of its ports and 
terminals' roles in the countries 
where ICTSI operates. The Group’s 
top executives engage in dialogue 
and partnership development with 
governments and communities in 
these areas, creating and sustaining 
momentum where it matters most: 
Innovation, sustainable development, 
social responsibility, and security.
VICT (Australia). Victoria International 
Container Terminal (VICT) hosted 
officers of the Philippine Consulate 
in Victoria and the Stella Maris 
Seafarer’s Center in Melbourne. 
Patrick Chan, VICT chief commercial 
officer, took them on a tour of 
Australia’s first fully automated 
container terminal.
Mr. Chan provided a detailed overview 
of VICT’s entire operation—from the 
quayside to the landside interface. He 
also explained how the integration of 
cutting-edge technologies brought 
unparalleled efficiency to the 
terminal’s operations.
PICT (Pakistan) U.S. State Department 
Counselor Derek Chollet and 
delegates from the United States 
Consulate General paid a courtesy 
call on Khurram Aziz Khan, Pakistan 
International Container Terminal (PICT) 
chief executive officer, to discuss the 
ICTSI Group’s global operations, as 
well as PICT’s pivotal role in uplifting 
Pakistan’s maritime industry.
The delegation was briefed on PICT’s 
operations, facilities, adoption of 
modern technology, and its initiatives 
to establish a green supply chain at 
the Port of Karachi. 
PICT’s contributions toward the United 
Nations Sustainable Development 
Goal were also discussed. The 
meeting underscored the importance 
of strengthening Pakistan-US trade 
relations for shared goals on clean 
energy and green shipping.
MGT (DR Congo). As a business 
operating on a global scale, 
International Container Terminal 
Services Inc. commits to making 
solid contributions to growth 
and development efforts in our 
host economies.
In March, Hans-Ole Madsen, ICTSI 
senior vice president and regional 
head for EMEA, paid a courtesy call 
to Democratic Republic of the Congo 
President Félix Tshisekedi. 
Mr. Madsen and the Congolese 
leader discussed mutual interests, 
and Mr. Madsen reaffirmed ICTSI’s 
commitment to further elevate 
Matadi’s natural competitiveness as 
an international trade gateway.
ICTSI operates the Matadi Gateway 
Terminal (MGT) at the Port of Matadi, 
the most important port along the 
Congo River and one of the significant 
import-export hubs in the country. Mr. 
Madsen was accompanied by Jean 
Lengo, president and CEO of the 
Ledya Group, ICTSI’s partner in MGT.
BCT (Poland). On the occasion of the 
first reloading of military equipment for 
the Polish army on 7 June at Gdynia 
Port, Wojciech Szymulewicz, BCT 
president, welcomed Polish President 
Andrzej Duda, Deputy Prime Minister 
Mariusz Błaszczak, delegations of the 
Korean government, and many other 
distinguished guests.
BCT is fully capable of handling 
special cargo, including advanced 
military equipment, with enough 
experience to meet stringent security 
requirements and has earned the trust 
of the Polish army and NATO allies. 
BCT likewise welcomed Philippine 
Ambassador to Poland Leah M. 
Basinag-Ruiz last 11 August. 
Accompanied by her family, and 
some Filipino journalists, the envoy 
visited the terminal at the Port of 
Gdynia to observe the operations of a 
Philippine company's largest and most 
successful investment in Poland. 
Her visit included meeting company 
executives to enhance mutual 
economic cooperation between 
Poland and the Philippines.
CMSA (Mexico). Contecon 
Manzanillo met with Federal 
Deputy and Marine Commission 
Secretary Julia Jiménez as part of 
efforts to strengthen relations and 
cooperation with all three levels of the 
Mexican Government.
Mr. Contreras, CMSA’s chief executive 
officer, discussed the company’s 
growth plan with Secretary Jiménez 
and the investments that will be made 
over the next two years to increase 
the terminal’s dynamic capacity to 
1.7 million TEUs. Secretary Jiménez 
expressed willingness to improve the 
logistical conditions of Mexican ports 
and appealed to the tribune to speed 
up needed road infrastructure works 
at the Port of Manzanillo.
CGSA (Ecuador) Javier Lancha de 
Micheo, Contecon Guayaquil (CGSA) 
Chief Executive Officer, met with 
Transport and Public Works Minister 
Darío Herrera and Deputy Minister 
José Luis Aguilar, who visited the 
terminal with Guayaquil Port Authority 
President Pablo Rizzo and General 
Manager Andrés Tapia.
Mr. Lancha led the officials on a tour 
of CGSA’s facilities and discussed the 
company’s investments in modernizing 
the terminal and expanding its 
capacity to 1.5 million TEUs with 
them. Minister Herrera expressed 
the government’s commitment to 
working closely with CGSA in securing 
Ecuador’s foreign trade–44% of 
which is facilitated by CGSA.
Over the last 15 years, CGSA 
contributed more than USD1.1 million 
to Ecuador’s economy and invested 
over USD 350 million in the Port of 
Guayaquil. Recent dredging increased 
the berth’s controlling depth to 13.5 
meters so larger vessels can dock 
at the terminal. 
ICTSI terminals host port tours and visits of government authorities and other institutions as part of strengthening the collaboration with them.

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Social
03
Context and Commitments
Adapting to changing employee expectations is the benchmark of our social principle, 
safeguarding human dignity, the Company's prime business directive. 
In our drive for sustainable development, we take a hands-on approach to ensure our 
workers' health, safety, financial stability, and overall well-being. The practical application of 
the measures we have put in place is critical to our overall performance, given the risks and 
challenges involved both in the field and the office. 
That is why we value our workers' rights more now than ever. It is an investment we are 
only too glad to venture into, for there is no better way to grow our talents than secure and 
safeguard the workers' welfare first and foremost.
Groundwork
Security, well-being, and safety: this is 
our commitment to our local hires and 
global clientele. Our customers can 
rest assured that our services are held 
firmly by a corporate culture where 
standards are humane and at par 
with global paradigms. This includes 
emergency response, best practices in 
public health, grievance and feedback 
systems, collaboration, evaluation, 
and consultation programs, and 
our insistence on ethical and 
principles-based labor practices.
Gains
Protocols and policies have been 
set in place as regards pandemic 
health-and-safety measures, gender 
equality and cultural diversity in work 
opportunities, cyberspace attacks, 
collective bargaining agreements, 
crisis management, and education 
in risk assessments, among others. 
International award-giving bodies 
have recognized our terminals' 
decarbonization efforts.
Moving Forward
To ride the momentum where it 
matters -- in policies, measures, 
and training programs whereby our 
workforce is empowered to meet 
the challenges ahead. To find ways 
to fund these efforts to increase the 
frequency of the training programs 
even as we face the challenges 
in real-time.  
Filipina C. Laurena (sixth from left), ICTSI Foundation executive director, and Atty. Gemma M. Glori (seventh from left), MCT terminal manager, 
discuss the three-year tree growing project at the Malasag Reforestation Area, Misamis Oriental with MCT employee volunteers with their families

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Prioritizing human dignity  
and sustainable development
Our Purpose and Values, along with international standards and 
the expectations of our key stakeholders, guide our actions as a 
Company. We prioritize human dignity and consider it the foundation 
of our business goals. We understand the need to meet the evolving 
expectations of our stakeholders, including employees, customers, 
and the communities we serve. To achieve this, we are committed to 
promoting sustainable development by prioritizing our workers' safety, 
health, financial stability, and overall well-being.
We place a high value on workers’ rights and believe that investing in 
their safety and welfare is essential for nurturing talent and achieving 
growth. We remain unwavering in our commitment to this corporate 
social strategy, which benefits not only our local hires but also our 
global clientele. Our services are backed by a corporate culture that 
upholds humane standards and aligns with global paradigms.
In addition to investing in our people, we 
heavily invest in digital technologies so we 
can provide exceptional customer service 
for our global clientele. Upgrading our 
processes and equipment is a top priority to 
guarantee safe, efficient, and uninterrupted 
operations 24/7. Our cutting-edge digital 
innovations play a pivotal role in delivering 
a seamless and efficient experience for our 
customers in and out of the port, regardless 
of their location.
We recognize the importance of balancing 
economic growth with our responsibility 
to create a safe, clean, and competent 
environment that prioritizes our workers' 
physical, emotional, and mental health. We 
strive to foster a diverse global team that 
thrives in a safe and efficient environment.
Customer engagement 
and satisfaction
ICTSI is a vital player in the global supply 
chain, providing secure and efficient 
services across six continents. We 
strive to continually develop services 
that meet our customers' changing 
needs. Our top priorities are accurate 
and timely information, streamlining our 
processes, prioritizing safety and security, 
offering personalized services, and 
seeking feedback.
At the Corporate level, our Global 
Commercial department maintains strong 
customer relationships and develops 
strategies to grow our clientele through 
commercial activities, while our on-ground 
Commercial and Customer Experience 
teams ensure a positive experience that 
meets our customers' expectations. Our 
teams work together to provide efficient 
services, resolve issues that may arise, and 
seek feedback. 
Our top priority is ensuring customer 
satisfaction and building long-lasting 
relationships. To achieve this, we 
continuously strive to improve the quality 
of our services and tailor them to fit our 
customers' evolving needs. 
The COVID-19 pandemic has reinforced 
the importance of enhancing our customer 
services, particularly the accessibility of 
digital solutions. ICTSI provides innovative 
solutions to our customers by leveraging 
digitalization. Our digital solutions offer 
real-time access to cargo status, vessel 
schedules, and terminal information 
via our ICTSI mobile app. We also offer 
paperless transactions such as e-invoicing 
and e-payment options, which streamline 
the billing process, minimize errors, and 
improve transparency. Additionally, we 
provide digital booking solutions that allow 
customers to reserve terminal services in 
advance, reducing wait and queue times. In 
CMSA, Salesforce is being utilized that has 
already improved customer engagement 
and satisfaction.
To ensure a smooth transition to digital 
solutions, we offer comprehensive 
training and support to our customers. 
Our teams are always available to assist 
customers with any questions or issues 
they may encounter.
ICTSI terminals 
celebrate International 
Women's Month
 
Various terminals celebrated 
International Women's Month with 
programs for employees and general 
stakeholders. TecPlata held a gender 
equality conference which was used 
as a venue for the public and private 
sectors to share their views on the 
challenges and opportunities to push 
the gender agenda in the workplace, 
especially across the port industry. 
In PICT, the terminal celebrated the 
role of women in building sustainable 
societies and lauded their strength in 
bringing honor to the country. Both 
Customs officials and women PICT 
employees were recognized during 
the ceremony, which also served 
to strengthen their relationship in 
ensuring smooth terminal operations 
at the Port of Karachi.
Women employees of PICT were recognized for their role in strengthening port operations during 
the celebration of the International Women's Month

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Stakeholder 
engagement 
 
ICTSI terminals continue to establish 
and strengthen their relationship 
with stakeholders. 
PICT (Pakistan). PICT hosted an 
annual stakeholders' dinner-meeting 
for trade partners and esteemed 
clientele to further the bilateral and 
commercial ties aimed at improving 
the business environment and 
collaboration among the stakeholders.  
BGT (Iraq). BGT held an Iftar gathering 
with its customers and staff during 
the last week of the holy month of 
Ramadan, providing an avenue for 
its stakeholders to interact in an 
informal setting. 
PICT and BGT also partnered 
in organizing a golf tournament 
for their clients during its annual 
customer meet-up. 
BICT (Georgia). BICT hosted the 
official ceremony of the International 
Seafarer's Day celebration. Central 
and regional government officials, 
including cadets, coast guard officers, 
and sailors, graced the activity.  The 
terminal also joined the American 
Chamber of Commerce and the 
US Embassy in Georgia during the 
celebration of American Independence 
Day in a picnic gathering with over 
2,000 guests and stakeholders. 
BICT also participated as a speaker 
in the Black and Caspian Sea Ports 
& Shipping 2022 Exhibition and 
Conference in Georgia. The terminal 
discussed current issues affecting 
global and regional trade and 
Our goal is to deliver a more efficient 
and streamlined customer experience, 
reduce costs, and enhance transparency 
throughout the supply chain by digitizing 
our services. We remain committed to 
advancing innovation and technology 
to better serve our customers in 
the port industry.
To this end, we have implemented online 
platforms such as transparency tools on the 
Company website (through www.my.ictsi.
com) and mobile applications, the ACTS 
Online Payment System, and the Terminal 
Appointment Booking System (TABS). We 
continuously improve these platforms to 
ensure they meet our customers' needs.
To better engage with our customers, we 
try to regularly communicate with them 
through quarterly meetings, huddles, 
conferences, facility visits, trainings, and 
participation in forums. 
In addition to this, we foster stronger 
relationships with our customers by 
engaging with stakeholder groups. Many 
of our terminals engage with chambers 
of commerce, trucking associations, 
importers and exporters, business 
councils, and government bodies and 
authorities. Through this collaborative 
and consultative approach, we ensure 
that all stakeholders have a voice in the 
decision-making process and promote a 
mutually beneficial relationship between 
our terminals and customers.
We listen to customer feedback to set 
goals that meet their needs. Around 80 
percent of our terminals have functional 
grievance mechanisms for swift redress 
of problems.  This includes reception, 
investigation, review, process, and 
addressing of claims and complaints from 
customers. Calls, secure messaging lines, 
and emails are the most used platforms for 
reporting feedback. 
investment and the opportunities 
in the Black Sea.
BGT, OMT, and KMT joined the 
Breakbulk Middle East 2022, where 
they showcased their shipping and 
logistics capabilities, services, and 
value proposition for the transport 
project and oversized cargo for the oil 
and gas sector. 
On the other hand, MICT, Manila 
NorthPort, and Manila Harbor Center 
participated in the 11th Ports and 
Shipping Conference as principal 
sponsors and exhibitors, sharing the 
company's strengths despite the 
many challenges, prospects of bulk 
and breakbulk industry, and upcoming 
developments and technological 
improvements in ICTSI's local 
business units.
ICTSI launches loyalty program  
for MICT customers
 
ICTSI recently launched the 
Flagship Elite, the Company’s 
loyalty program for Manila 
International Container Terminal 
(MICT) customers and a pioneer 
loyalty program in the local port 
and shipping industry.
ICTSI Flagship Elite recognizes 
MICT’s top clients who bring 
the largest volumes to the 
terminal. Client members are 
entitled to various exclusive 
benefits including a high-level 
customer service package and 
several curated perks.
Part of the benefits package 
is access to a dedicated key 
client manager, a dedicated 
VIP hotline and an exclusive 
client dashboard.  Berthing 
priority privileges will also be 
offered to shipping lines, while 
importers and exporters will 
be offered select VIP terminal 
advantages and access.
Other membership benefits 
include invites to ICTSI events, 
annual recognitions, and 
Solaire Resort Entertainment 
City VIP perks. 
 “Flagship Elite is a program we at 
the MICT are immensely proud of.  
It showcases our commitment and 
passion for making our valued 
partners feel our appreciation for 
their loyalty and support,” said 
Phillip Marsham, ICTSI global 
director for MICT.
ICTSI's Flagship Elite is the company's way of giving back to its loyal 
clients and customers
ICTSI EMEA terminals tied up for the Breakbulk Middle East 2022, showcasing their services and strengths to the trade stakeholders

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Health and safety
Health and safety leadership 
and accountability
ICTSI places great importance on the 
fundamental human right to health and 
safety. As such, we have implemented 
measures to ensure that everyone 
who enters our ports is protected. We 
understand the critical nature of operating 
in environments where adherence to 
rigorous Health and Safety (H&S) principles 
is essential. Therefore, we prioritize 
accountability in our policies, involving 
stakeholders, seeking input from all parties, 
and continuously evaluating and improving 
our H&S practices.
To ensure that we maintain the highest 
standards of health and safety throughout 
our global terminal network, a Global 
Health and Safety (H&S) Policy was 
established in 2022, which sets our 
minimum expectations to ensure the 
safety and well-being of all employees, 
contractors, and visitors in our premises. 
Our adherence to relevant regulatory and 
statutory requirements, along with setting 
measurable targets and regularly reviewing 
and assessing our H&S performance, 
further reinforces our commitment to H&S. 
Moreover, our Global Principles on Human 
Capital align with our commitment to 
the UNGC Principles and emphasize our 
belief that injuries can be prevented by 
maintaining vigilance, conducting regular 
employee training, and implementing 
rigorous safety standards.
The Group's health and safety management 
strategy is driven by leadership and 
accountability. At the Corporate level, the 
Global HSSE department ensures that 
key occupational health and safety (OHS) 
standards are implemented and good 
practices are shared across our global 
network. This ensures that key health and 
safety risks in operations are uniformly 
addressed, and consistent measures 
are in place to mitigate those risks. The 
department also collaborates with the 
Regional Managers, Terminal CEOs and 
HSE Heads to discuss H&S performance 
and improvement plans. At the terminal 
level, Management is responsible for 
prioritizing the well-being and safety of all 
stakeholders, planning, executing, verifying, 
and validating the effectiveness of controls 
aimed at minimizing operational risks.
All terminals implement a robust health and 
safety management system based on local 
and international guidelines and standards 
such as IMDG, OSHA, ILO, and ISO 45001.  
Vendors, contractors, port users, brokers, 
visitors, government/authorities, and even 
third-party personnel are likewise covered 
in our implementation of H&S management 
systems, ensuring the coverage of all the 
stakeholders who visit or work within the 
confines of our port.
We are committed to improving safety 
and reducing risks by promoting a 
positive safety culture, implementing 
comprehensive risk assessments and 
deploying relevant risk mitigation measures.  
We continue to conduct regular training 
and awareness programs to encourage all 
employees and contractors to participate 
in identifying hazards and implementing 
control measures to prevent incidents. 
Our continuous goal is to achieve a 
zero-injury work environment across our 
entire organization.
Hazard identification, risk 
assessment, and incident 
investigation
Since most of our work activities in the 
terminal are considered high risk, i.e. 
mooring and unmooring of vessels, loading 
and unloading of containers and other 
cargoes, transporting of these cargoes into 
and out of the terminal, we are proactively 
identifying hazards associated with our 
business operations and implementing 
safety protocols to prevent incidents. 
All terminals have set a routine process 
for workers to identify workplace hazards, 
assess the level of risk exposure and put 
in place applicable control measures. This 
process, which is referred to as Hazard 
Identification, Risk Assessment and 
Control (HIRAC) is aligned with the legal 
requirements and international guidelines, 
ensuring a standard approach towards 
accident prevention. 
Reporting of near misses and hazards is 
widely encouraged by providing various 
channels for workers to raise health 
and safety issues and concerns for 
prompt rectification.
  2021 
 
  2022
IMPLEMENTATION OF HEALTH AND SAFETY MANAGEMENT SYSTEMS1
27 TERMINALS
27 TERMINALS
30 TERMINALS
Percentage of terminals with implemented occupational 
health and safety management system
100%
100%
100%
Percentage of terminals with implemented occupational 
health and safety management system that is 
internally audited
100%
100%
100%
Percentage of terminals with implemented occupational 
health and safety management system that is audited 
and/or certified by an external party2
33%
33%
30%
1 Percentages above cover all employees and contractors in the terminal
2 Terminals that have not yet achieved external certification of their implemented health and safety management system continue to 
prepare for such
All terminals are regularly holding toolbox 
meetings prior to start of work activity. 
These regular engagement sessions not 
only create awareness for workers about 
workplace hazards and safety measures 
but also foster camaraderie between 
supervisors and frontline personnel. 
Some terminals, such as MICT, SPICTL/
MITL, CMSA, utilize Incident Management 
Applications as their means to report 
hazards and incidents for easier notification 
to other concerned departments as well as 
for efficient monitoring of reported events.
Moreover, safety walk-around sessions are 
likewise being practiced by some terminals. 
In OPC they call it the "Gemba Walk 
Technique". Since these sessions involve 
employees from various departments, 
potentially unsafe conditions are easily 
identified and possible solutions are 
immediately tackled and implemented.
In CMSA, they enhanced their safety 
inspections by utilizing drones to efficiently 
scan and cover more areas.

ICTSI's inter-department collaboration on health & safety was recognized in 2022 Quill Awards
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A number of terminals also launched 
programs to encourage Near miss, 
Hazard and Incident reporting. In TSSA, 
they established CIPA (Internal Accident 
Prevention Commission) and COI (Internal 
Occurrences Committee). In MICTSI, they 
have set up Isumbong mo kay S.O. (Safety 
Officer) where personnel will not just be 
able to report near misses, hazards and 
incidents but will also be rewarded for the 
same. In TecPlata, they provided a Safety, 
Health & Environment (SHE) mailbox where 
workers can drop in their accomplished 
near miss hazard alert forms.
Terminals have established procedures 
to keep track of the reported unsafe 
acts and conditions and near misses and 
ensure that these are promptly rectified. 
The procedures also include measures for 
confidentiality and protection of those who 
report against possible reprisals.
Policies and procedures are also in place 
to recognize workers' right to be removed 
from unsafe working conditions. Workers 
are informed of such rights during training 
and orientations, and toolbox talks, 
including preventive measures and existing 
ICTSI wins Quill 
Award for safety 
communication
 
International Container Terminal 
Services, Inc. recently won a 
Philippine Quill Award for Safety 
Communication for the Global HSSE 
Department’s Alisto Amigo Slips, 
Trips, and Fall Prevention Program. 
The campaign was initially launched 
in 2020 at the flagship Manila 
International Container Terminal. It 
later cascaded to other ICTSI Group 
terminals and focused on keeping 
employees safe by increasing 
awareness of workplace hazards that 
could cause injuries from slipping, 
tripping, and falling.  
Organized by the International 
Association of Business 
Communicators, the Philippine Quill 
is the country’s most prestigious 
awards program in the field of 
business communication.
Our progress relating  
to safety performance
  2021 
 
  2022
EMPLOYEES
27 terminals
27 terminals
30 terminals
Fatalities
0
0
0
Lost Time Injuries
128
99
125
Lost Time Injury Frequency Rate (LTIFR)
4.96
3.62
4.22
Lost Time Injury Severity Rate (LTISR)
65.34
71.69
74.34
Manhours
26,017,144.88
27,341,125.99
29,606,344.30
CONTRACTORS*
Fatalities
1
1
1
Lost Time Injuries
40
49
54
EMPLOYEE LOST TIME INJURIES (LTIs)
Hit by moving, flying or falling object
25
21
35
Slip, trip or fall at same or uneven levels
22
24
30
Injured whilst handling, lifting or carrying
42
21
22
Fall from height
12
10
13
Incidents involving moving vehicles
11
11
12
Others
16
12
13
EMPLOYEE LOST TIME INJURIES (LTIs)**
1 Number of LTI cases per million employee manhours
2 Number of lost days (related to LTI cases)
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 33 operating terminals
2021
27 terminals
27 terminals
2022
30 terminals
2022
Hit by moving, ﬂying 
or falling object
Slip, trip or fall at 
same or uneven levels
Injured whilst handling, 
lifting or carrying
Fall from height
Others
Incidents involving 
moving vehicles
35
30
22
13
12
13
21
24
21
10
11
12
25
22
42
12
11
16
Safety campaigns have been launched group-wide to 
increase workers’ awareness on hazards causing the most 
injuries.  Following the STF (slips/trips/falls) prevention 
campaign, the company will also be rolling out hand injury 
prevention guidelines in the 1H of 2023.  Manual-handling 
training sessions are also being conducted regularly to 
equip stevedores/dock workers with the necessary skills 
and knowledge to identify and mitigate hazards in their 
work areas, whether at the warehouse, yard, quayside or 
on-board vessels.

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Contractor Safety Management
Our Company values the safety of our 
contractors just as much as our regular 
employees, recognizing their vital role in 
our operations. Our duty is to ensure their 
safety while working inside our terminal 
premises, as they also perform high-risk 
work activities. 
Terminals have implemented their 
respective contractor selection 
process that includes checking of their 
competencies and experiences and their 
methodologies for the defined project 
work activities. Terminals also ensure 
that there is adequate supervision during 
project implementation and that routine 
work-site inspections are conducted to 
check if agreed control measures are in 
place and to ensure compliance with our 
safety standards. 
Sadly, despite current efforts, an 
unfortunate incident occurred in one of our 
terminals in 2022. 
In this incident, a contractor port worker 
(welder) sustained fatal injuries when the 
quay crane he was working on (during a 
crane dismantling activity) collapsed. Two 
of his other co-workers working on the 
ground also suffered injuries. Based on 
the investigation, the cutting plan was not 
complied with, leading to a wrong cutting 
sequence. The premature cutting of a 
critical structure member led to its buckling 
and consequent collapse.
To help prevent recurrence of a similar 
incident, an Accident Learning Point 
Summary (ALPS) was sent to all terminals 
detailing the key findings from the incident 
investigation and the critical points to 
check, including actions to be taken by all 
relevant personnel. 
Additionally, Global HSSE is collaborating 
with Global Engineering to develop a 
Global Contractor Management Guidelines, 
which will provide a standard approach for 
terminals to assess a contractor's capability 
and competence to handle high-risk 
projects, particularly non-routine ones 
like quay crane dismantling. This set of 
guidelines will also require a comprehensive 
cross-functional risk assessment, 
periodic inspections, and a post-project 
evaluation of the contractor's health and 
safety performance.
Workforce engagement
A terminal's occupational health and 
safety system is functioning more 
effectively when it has a mechanism that 
enables the workers to participate and 
be consulted about its safety plans and 
programs starting from its development 
up to its implementation, evaluation, and 
improvement. Hence, we have rolled 
out this strategy group-wide to create 
a participative environment across 
all our terminals.
Most of our terminals have a process 
that gives workers greater participation 
and consultation regarding the health 
and safety management system. These 
processes generally come from proper 
engagement programs in the form 
of meetings, and other collaborative 
discussions among workers, union 
leaders, terminal management and other 
relevant parties.
An example of where these collaborative 
discussions are taking place is the 
management-worker health and safety 
committee in the terminals. The committee 
is responsible in promoting open 
communication between management and 
employees and inculcating cooperation 
among key members composed of 
department heads, supervisors, Health and 
Safety Officers and union representatives 
to review safety performance and 
incident investigation key learning 
points and recommend improvement 
plans to help ensure safe and efficient 
terminal operations.
Emergency management  
and response
Emergency response forms part of our 
overall commitment to ensure the safety 
of all our stakeholders – from employees, 
contractors, customers and other port 
users. This aligns with the Company’s 
robust health and safety system 
and demands the participation of all 
the stakeholders.
Establishing emergency response 
capabilities in each terminal is part of our 
commitment to safeguarding employees, 
contractors, visitors and the general 
public. The structure and membership 
of the individual internal Emergency 
Response Teams (ERTs) at each of our 
terminals are described in detail in the 
site-specific emergency response plans for 
each terminal, along with the appropriate 
personnel training and drills, specific 
procedures and guidelines (based on a 
risk assessment), and the necessary tools 
and equipment, like standby ambulances 
(or other vehicles specifically designated 
for transporting patients or victims) and/
or fire trucks. All of the aforementioned 
provide ERTs the ability to effectively 
handle diverse emergencies. These ERTs, 
which are always on call, are made up of 
employees from important departments, 
safety precautions. Training courses are 
conducted to improve and expand the 
workforce’s abilities to address and find 
other solutions to problems at hand. 
Risk assessment of work activities are 
regularly reviewed as part of continual 
improvement. During the review, which 
in some instances are being done 
when safety inspections and audits are 
conducted, measures to mitigate the 
risks are evaluated for its adequacy 
and effectiveness.
MICT employees with their Go Kits calmly proceeding to the terminal’s designated evacuation 
area during the emergency drill
MICT distributes Go Kits
Manila International Container 
Terminal continued with the 
distribution of Go Kits to employees as 
part of a safety campaign focused on 
disaster preparedness.
Go Kits contain supplies that could 
help employees survive an emergency 
or disaster. These include gloves, 
KN95 mask, transistor radio, water 
bottle, paracord, pocketknife, whistle 
and a first aid kit. Aside from the 
distribution of Go Kits, an information 
drive was also launched to increase 
awareness on disaster preparedness.

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such as Engineering, Operations, and 
HSE. Emergency response drills and 
training exercises are regularly carried 
out in each of our terminals to test and 
ensure the effectiveness and adequacy 
of the emergency response measures 
put in place..  
Health and Safety Trainings
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
Overcoming depression and other mental health topocs
COVID-19 Preventive & Protective Measures
How to handle suspected/confirmed COVID-19 patients
OSH Training for Employees
Truck Drivers Safety Forum 
Competency / Skills Testing for Operators 
Outside Truck Drivers Induction
Integrated Management System 
Contractors Induction
Ecological Solid Waste Management 
Working at Heights Safety
Disaster Resilience Seminar
Lock Out Tag Out (LOTO) System
Image Enhancement (Health and Wellness) 
Incident Reporting Training
Health & Safety Management (Good Practice Sharing)
Incident Management during Pandemic
Work Environment Measurement 
Hazard Recognition & Risk Assessment
Emergency Management Training (Chemical Spill, Fire 
and Evacuation)
Near Miss / Hazard Alert (NMHA) Reporting
Fire Truck Orientation and Training 
Introduction to Dangerous Cargoes (IMDG Code)
Manual Handling Training for Stevedores and
other port workers (Ergonomic & Back Safety)
Alcohol Breath Testing in the Workplace
Earthquake and Evacuation Orientation and Drill
Benefits of Regular Exercise
Training on Basic Fire Suppression Using Fire Extinguisher
Disaster resilience
First Aid and Basic Life Support Seminar (Adult CPR)
Rain safety
Training/Demo on CPR and use of AED for front desk 
personnel and security officers
Terminal preparations during typhoons and high winds
Emergency Response & Precautionary Measures in case of 
Vulcanic Eruption/Ash Falls
Occupational Safety & Health Mandatory Training for 
Employees
OHS Training
The inherent risks in our terminal 
operations demand comprehensive 
occupational health and safety training. As 
port workers encounter various hazards 
(e.g., working-at-height, falling cargoes, 
moving heavy equipment and machineries) 
in their work activities, they should be 
adequately equipped with the necessary 
skills and knowledge to identify the 
potential hazards in their respective work 
areas and to taking actions to mitigate 
them.  Serious injuries and property 
damage accidents can be prevented when 
everyone remains informed and works 
together to establish a safer environment.
The training sessions being conducted 
across the terminals are consistent and 
continual. Aside from the focus on work 
specific protocols, training also reinforces 
the use of key safety leadership behaviors 
to promote the culture of collaboration 
in risk management, incident reporting, 
investigation, and prevention.
These training events typically cover 
the following subjects / topics:  general 
workplace safety, risk and impact 
assessment and mitigation, safe equipment 
operations, working-at-heights, working 
on energized systems, working with 
machineries, working with suspended 
loads, manual handling, LOTO (lock 
out, tag out), Dangerous Goods (DG) / 
HazMat (hazardous materials) storage and 
handling, defensive driving, water safety, 
construction safety, hazard and incident 
reporting and investigation, port facility 
security, basic life-support and first aid, 
fire safety, emergency evacuation, and 
infectious disease prevention.
PICT lauded for workplace health and safety
 
Pakistan International Container 
Terminal (PICT) is recognized 
by the Employers’ Federation 
of Pakistan for best practices 
in Occupational Safety 
& Health (OSH).
During a ceremony last April, the 
OSH award was presented by His 
Excellency, President Arif Alvi of 
Pakistan, to Saud-Ur-Rehman, 
PICT quality, health, safety, 
and environment manager. 
Mr. Saud-Ur-Rehman was also 
recognized as an ambassador 
for occupational health, safety, 
and well-being for his valuable 
contributions to health and 
safety at PICT. 
The recent accolades serve as 
a testament to the company’s 
focused approach to ensure 
safe and sustainable container 
terminal operations at the 
Port of Karachi.
The recent accolades testify to 
the company’s focused approach 
to ensuring safe and sustainable 
container terminal operations 
at the Port of Karachi. PICT will 
continue to implement health 
and safety programs and risk 
management exercises while 
conforming proactively with 
international standards, laws, and 
regulations for the best interest 
of employees, all associated 
stakeholders, and society. 
PICT QHSE Manager Saud-Ur-Rehman (far left) receives the award for best practices 
in OSH from Pakistani President, Dr. Arif Alvi
Health Care and  
Promotions Services
Our health and safety program does not 
end within the bounds of our workplaces. 
Aside from the work-related hazards and 
risks, we also acknowledge various factors 
such as sedentary and unhealthy lifestyles 
and emotional stressors that may affect our 
employees' physical and mental well-being. 
Hence, we have implemented programs and 
initiatives that will help them address, if not 
overcome, these factors.
Over the years, we have built up our 
health promotion services through the 
implementation of numerous initiatives 
such as mental health awareness, 
alcohol and illegal drug-use prevention 
campaign, physical fitness programs, 
flu and COVID-19 vaccination programs, 
Cancer, AIDS and other disease 
prevention campaigns.

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Safe and Secure Ports for All 
Our health and safety system extends to 
our clients and customers to safeguard 
their well-being. These policies and 
procedures adhere to the local laws of 
each terminal and international standards 
and are being reviewed regularly through 
internal and external audits and with 
improvements made based on audit 
findings and feedback derived from 
customer engagement programs.
A grievance mechanism is embedded in 
our customer engagement program so 
that customers can air their complaints 
OPC cited for 
security excellence
Operadora Portuaria 
Centroamericana (OPC) 
has been recognized for 
excellence in security and 
port protection by the 
Honduran National Port 
Protection Commission 
(CNPP). This recognition is 
based on OPC’s compliance 
with the International 
Ship and Port Facility 
Security Code. 
OPC maintains the Ship and 
Port Facility Security (ISPS) 
certification validating 
physical security while 
guaranteeing protection 
inside the terminal. The 
certification was granted 
to OPC in 2014.
OPC has adopted safety 
as one of its core values, 
thus implementing the 
highest standards in safety 
and health within its ports, 
especially Puerto Cortés, 
which is currently one of 
the safest ports in the world 
and the most efficient in 
Central America.
The certification, valid 
until March 2025, enables 
Puerto Cortés to operate 
as an international safe 
harbor. It also validates 
the port’s compliance 
with IMO regulations. 
Under these policies, 
ships that dock at OPC 
are sanctioned to facilitate 
entry operations to other 
certified ports, especially in 
the United States. 
including health and safety issues and 
concerns through email, voice call, text and 
other communication channels. 
Additionally, regular safety and health 
inductions are held in all terminals for OTDs 
(outside truck drivers), brokers, and other 
visitors in order to inform them about the 
site risks and hazards including the health 
and safety rules and regulations that they 
need to comply with to help keep them safe 
when inside the terminal.  
Recently, the company launched ICTSI App, 
a tool that empowers port users to make 
better, more timely business decisions. 
By using the app, port stakeholders can 
monitor trucks, containers and vessels, 
as well as view payment estimates from 
corresponding ICTSI terminals in advance. 
These services do not only enable port 
users to optimize their cargo through ICTSI 
and reduce costs but also reduce their 
exposure to terminal risks and hazards as 
they can make online payments without 
going to the terminal and follow every 
development regarding the container, truck, 
or vessel through email or SMS alerts.
AGCT promotes cancer awareness and employee health
 
Earlier in the year, AGCT HR 
organized a cancer awareness event 
on International Cancer Awareness 
Day, celebrated every February 4. 
The event focused on distributing 
The AGCT Human Resources team gave out materials on the importance of health check in the prevention of cancer,  
a major cause of death in Croatia
Employees often have access to basic 
healthcare services from clinics located 
inside terminal premises, which are 
adequately manned by professional 
medical personnel.
Moreover, as part of their company 
provided benefits, employees can avail 
of personal-related healthcare, medical 
and dental services through a health 
maintenance organization (HMO).
educational materials about cancer 
and reminding employees to attend 
regular medical checkups and 
examinations. Every AGCT employee 
has additional health insurance, with 
free yearly general medical tests and 
other control examinations by medical 
experts. Cancer can still be treated if 
and when detected on time.

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Employees
Employment and benefits 
Our employees are a crucial asset to our 
organization as they help us maintain 
operational sustainability and achieve 
success as a leading port developer, 
manager, and operator. We are committed 
to upholding internationally recognized 
human rights and labor standards in all our 
workplaces to safeguard the well-being 
of our employees.
In addition to contributing to sustainable 
economic development by creating job 
opportunities and promoting trade, we 
follow international frameworks and 
conventions established by organizations 
such as the UN, OECD, and ILO. We adhere 
to local legislation wherever we operate to 
ensure the welfare of our workers.
ICTSI follows core employment principles 
and best practices and strives to meet 
standard benchmarks across all terminals, 
even though the terminals may implement 
varying mechanisms depending on their 
respective jurisdictions.
Hiring and Employment
Our long-time policy in hiring has been 
for full-time employment. We believe in 
making our labor and employment policies 
consistent and keeping our operations 
going. This is aligned with our Global 
Principles on Human Capital. 
The Global Corporate Human Resources 
(GCHR) based in Manila governs and 
monitors the Company’s workforce 
engagement and labor relations. It conducts 
risk oversight regarding employment and 
benefits, worker training and education, 
diversity and equal opportunity, labor 
rights, standards, and relations. Across all 
terminals, an HR Manager acts as the point 
person for employee management, but 
others have an HR team.  
As of December 31, 2022, ICTSI has 
10,681 permanent employees, excluding 
those from its affiliates. The increase in 
2022 was mainly due to the additions at 
MNHPI due to MNHPI’s consolidation to 
the Group effective September 2022 and 
the i-Tracker business at IRB Logistica 
that started operations in July 2022. 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 Group’s internal systems. 
We endeavor to fill our vacancies through 
internal progression or hiring from local 
and neighboring communities wherever 
possible. (More information about our 
full-time employee data can be found at the 
audited 2022 ICTSI Annual Report.)
Our terminals have their employment 
policies that are strictly aligned with local 
labor laws. The policies include programs 
on compensation and benefits, recruitment 
and selection, collective bargaining 
agreement, and hire-to-retire program 
for our SCIPSI and MICTSL terminals. 
We periodically improve these programs 
through an evaluation based on the 
financial implications to the Company. 
To ensure the continuity of ICTSI’s 
corporate culture and system of operations 
across the Group, a healthy mix of workers 
from other nationalities or ethnicities 
is deployed to our global operations. 
By creating an inclusive and diverse 
community of workers, the Company 
ensures job stability and the pursuit of 
career paths for our best employees.
Employment Overview*
  2021 
 
  2022
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
27 TERMINALS  
356 (4%)
27 TERMINALS 
470 (5%)
30 TERMINALS 
513 (5%)
27 TERMINALS  
241 (3%)
27 TERMINALS 
219 (2%)
30 TERMINALS 
255 (2%)
30 to 50 years old
30 to 50 years old
27 TERMINALS  
412 (5%)
27 TERMINALS 
531 (5%)
30 TERMINALS 
626 (6%)
27 TERMINALS  
518 (6%)
27 TERMINALS 
567 (6%)
30 TERMINALS 
633 (6%)
Over 50 years old
Over 50 years old
27 TERMINALS  
27 (0%)
27 TERMINALS 
21 (0%)
30 TERMINALS 
32 (0%)
27 TERMINALS  
154 (2%)
27 TERMINALS 
206 (2%)
30 TERMINALS 
212 (2%)
TOTAL NUMBER (RATE OF)
NEW HIRES BY GENDER
TOTAL NUMBER (RATE OF)
TURNOVER BY GENDER
Male
Male
27 TERMINALS  
692 (8%)
27 TERMINALS 
813 (8%)
30 TERMINALS 
954 (9%)
27 TERMINALS  
795 (9%)
27 TERMINALS 
846 (8%)
30 TERMINALS 
942 (9%)
Female
Female
27 TERMINALS  
103 (1%)
27 TERMINALS 
209 (2%)
30 TERMINALS 
217 (2%)
27 TERMINALS  
119 (1%)
27 TERMINALS 
164 (2%)
30 TERMINALS 
176 (2%)
DIVERSITY OF EMPLOYEES BY EMPLOYEE CATEGORY
Employee category
27 terminals
27 terminals
30 terminals
Admin - Rank and File
1,107
1,138
1,124
Admin - Management
584
598
651
Operations - Rank and File
7,037
7,171
8,004
Operations - Management
1,080
1,073
1,110
TOTAL
9,808
9,980
10,989
GOVERNANCE BODY**
GENDER DIVERSITY
GOVERNANCE BODY**
AGE GROUP DIVERSITY
Gender
2021
2022
Age group
2021
2022
Male
160
163
Under 30
21
19
Female
70
76
30 to 50
147
153
Total
230
239
Over 50
62
67
Total
230
239
* Figures shown in the tables refer to all 30 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.)
PICT rolls out 
recognition program 
for employees
 
The new employee 
recognition program of 
the Pakistan International 
Container Terminal (PICT) 
seeks to recognize the 
“rising stars” of the 
Company to strengthen 
inclusivity in the workplace 
and motivate employees.
The program goes full 
throttle each quarter 
and acknowledges the 
contributions of employees 
who go the extra mile 
to add value to their 
respective corporate 
domains. The program 
also aims to motivate them 
to pursue personal and 
professional development 
by improving their work.
PICT considers its 
employees as catalysts for 
organizational success. 
This is the reason for 
the Company’s efforts to 
foster a culture of healthy 
competition among its 
people and to shape 
overall productivity.
“At PICT, our policies and 
programs consciously 
reinforce an uplifting 
culture. This recognition 
program is another step 
that we have taken in this 
regard. We believe that 
recognizing employees 
for their hard work makes 
them feel more connected, 
engaged, and motivated to 
maximize their potential,” 
said Khurram Aziz Khan, 
PICT chief executive officer.

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ICTSI EMPLOYEES BY REGION AND DIVISION*
  2022
Terminals 
Admin
Operations
TOTAL
Philippines
550
3,577
4,127
APAC**
160
926
1,086
Americas
310
1,624
1,934
EMEA
564
2,731
3,295
Others
216
23
239
TOTAL
1,800
8,881
10,681
*Figures shown in table refer to all 33 terminals (excluding affiliates)
**Excluding Philippine operations
While diversity is pushed, most of our 
terminals are committed to hiring local 
human resources. BGT has their staff 98 
percent local while SCIPSI, as a certified 
Investors in People, goes beyond the usual 
employment practices required by the 
regulators. SPIA implements mandatory 
hiring from six (6) communities near 
the terminal as part of their corporate 
social responsibility. All these initiatives 
have helped local communities maximize 
their talent pool and made local 
economies thrive.  
At the height of the pandemic, our 
terminals continued their normal 
operations. Hence, COVID-19 did not 
hinder them from implementing their 
anti-discrimination, equality, inclusion, 
and diversity policies. However, some 
terminals faced challenges in implementing 
them. MNHPI, for instance, had to make 
some adjustments to accommodate 
employees who are immunocompromised 
and above 60 years old, and women with 
children. MICT and LGICT were faced with 
employees who had different views about 
the Company’s COVID-19 vaccination 
program. On the bright side, our terminals 
adjusted their policies while keeping 
employees’ compensation and benefits 
program unchanged.  
Financial resources are allotted to uphold 
employment policies and functions in most 
terminals. The budget for recruitment is 
usually dedicated to sourcing candidates 
and providing technological resources 
such as phones, laptops, and software 
tools. OPC, for example, uses different 
tools to hire employees, such as data 
from hiring companies, psychometric 
tests, socio-economic studies, and 
medical exams.  
On the other hand, employment 
management also maintains a grievance 
mechanism that more than half of the 
terminals have. The mechanism covers 
receiving complaints, investigation, 
escalation to authorities, resolution, and 
analysis for improvement. Employees are 
encouraged to report any suspected acts 
of misconduct to management. Reporting 
is done directly to the point persons of the 
terminals, while some use a suggestion 
box or an ombudsman channel to air a 
grievance. Confidentiality and anonymity 
of the aggrieved are duly protected 
in agreement with various Company 
policies such as the code of ethics, 
code of conduct, data privacy laws, and 
the labor code.  
AGCT welcomes Đorđe 
Balać, the 200th  
regular employee
Adriatic Gate Container Terminal 
welcomed its two-hundredth 
employee and six other new hires in 
March, bringing its workforce count 
to 206 full-time employees and 
more than 250 workers, including 
subcontractors.
In recognition of this milestone, 
Emmanuel Papagiannakis, AGCT 
chief executive officer, said the 
Port of Rijeka continues to grow its 
workforce, with mid-2019 adding 
37 employees, expanding the 
employment opportunities for the City 
of Rijeka and Croatia. 
He said: “After passing the 300,000 
TEU milestone, we continue to handle 
growing volumes. The first two months 
of 2022 have been solid, with over 
30 percent growth. This is a result we 
are extremely proud of during a time 
of many challenges caused by the 
COVID-19 pandemic. The dedication 
of all our hard-working employees 
has allowed us to overcome 
these challenges.”
Ivana Forenbaher, AGCT HRD 
manager, explains: “With volume 
growth, new employment 
opportunities open. Since the start 
of this year, we have had a new wave 
of employment in our company, and 
because of the volume increase, we 
plan to introduce a regular third shift 
starting in April,” 
When ICTSI assumed the operations 
of AGCT back in 2011, the company 
only had 100 direct employees. The 
continuous growth is the result of the 
creation of employment opportunities, 
engagement with the port’s customer 
base, investment in state-of-the-art IT 
and equipment systems, as well as the 
cooperation of the local community, 
the Faculty of Maritime Studies in 
Rijeka, regular student internship, and 
other higher education institutions in 
the logistics field.
AGCT also partners in the PANDORA 
Project led by the University of Rijeka, 
Faculty of Maritime Studies. As for the 
Maritime School of Bakar, where ICTSI 
has forged a new program for new 
port operators for 2023, the goal is for 
Rijeka to maintain its leadership as a 
maritime educational center in Croatia 
and Southern Europe.
Wages and benefits
At ICTSI, offering competitive 
compensation packages and benefits is 
crucial to maintaining a motivated and 
dedicated workforce. We strive to ensure 
that our employee compensation remains 
competitive in each position's labor market.
ICTSI remunerates competitively relative 
to the domestic industry and local labor 
markets. We operate in full compliance 
with existing laws on wages, work hours, 
overtime and benefits and we will always 
strive, within the confines of the business 
and the law, to reward our people for their 
contribution to ICTSI’s success. Where 
needed, we also invest in upskilling, 
training, or retraining of available local labor 
to ensure their growth and development.
Majority of ICTSI terminals have local employment target. Đorđe Balać was hired 
domestically by AGCT

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In virtually all our terminals, we maintain 
gender pay equity. However, in OPC, 
women earn 17 percent more than men.
Work-life balance  
Over the past two years, the COVID-19 
pandemic has drastically changed how 
we live and work, forcing many employees 
to adapt to remote work arrangements. 
At ICTSI, we recognize the challenges 
of balancing work responsibilities and 
personal obligations. We understand that 
a flexible approach to work is crucial in 
maintaining the health and well-being 
of our employees.
To support our employees, we have 
invested in the necessary equipment 
and technology, allowing them to work 
from anywhere, whether it be from home 
or on-site, as applicable to the nature 
of work required.  We have also shifted 
TecPlata launches sports tournament for staff, clients
 
Leaves
ICTSI has consistently recognized and 
upheld the rights of workers to raise familial 
units without prejudice against possible 
discrimination or loss of employment. 
The majority of terminals have policies 
supporting employee parental leave and 
childcare, some in accordance with local 
labor regulations and others according to 
company code.  
In our Philippine terminals, the Solo Parents 
Welfare Act and the DOLE Mandated Policy 
on Single Parent Leave are the basis of 
such policies. Some terminals also have 
their policies, such as the Solo Parent 
Leave Policy in SPICT. 
Our terminals also have varying days 
for leaves, especially for paternal leaves 
ranging from two to five days.  
Labor Practices 
Freedom of association and collective 
bargaining agreements
At ICTSI, we uphold the importance of 
our employees' right to association and 
collective bargaining, which is aligned with 
international declarations and conventions, 
as well as our Global Principles on Human 
Capital. We also adhere to relevant 
socioeconomic laws, regulations, and 
policies, both domestic and international, 
related to labor conventions. As such, none 
of our operations or suppliers has their right 
to freedom of association and collective 
bargaining been put at significant risk.
Regarding freedom of association, 
the 30 terminals reviewed posted a 
unionization rate of 56 percent in 2022. 
(In the 2022 and 2021 reviews which 
covered 27 terminals, 56 and 58 percent 
of our employees, respectively, were 
union members based on the number of 
employees eligible to form a union.)
Of the 30 terminals reviewed in 2022, 
those with existing collective bargaining 
agreements (CBA) and relevant 
applicable statutory requirements 
have followed them to the letter. The 
CBAs are usually held every five years 
to allow for sufficient review of labor 
situations and compensation relevance. 
This is in line with sustaining good 
management-labor relations. 
For nearly all terminals, notice periods and 
provisions for consultation and negotiation 
– typically 30 days – are mentioned in 
these collective agreements. As postulated 
in these collective bargaining agreements, 
local regulations and labor laws usually 
govern the notice periods and requirements 
for consultation and negotiation. 
Regardless of whether a labor union 
exists in a particular terminal, the 
Company assures everyone of the rights 
to freedom of association by forming 
In mid-2022, TecPlata launched a 
sports tournament built on three 
important corporate pillars: fellowship, 
teamwork, and healthy competition. 
The Company believes that sports 
offer better chances for the Group 
to strengthen each other’s sense of 
belonging and improve the corporate 
climate via teamwork and integration.
The competition system created two 
large groups of participants, “A and 
B,” which competed through a simple 
classification system, with one couple 
from each group having to reach the 
final. Pairs were chosen by a random 
system. During a survey, it is essential 
to note that 30% of the participants 
said they had no previous contact with 
their partner or rival partners or both.
Simultaneously, Contecon Manzanillo 
celebrated Family Day on June 
11, 2022, intending to promote 
family unity through fun and games 
complete with prizes. Jose Antonio 
Contreras, the CEO, was thrilled to 
see the families celebrating together 
with other families, forging ties 
and friendships.
our employee engagement programs to 
virtual delivery modes, making it easier 
for employees to stay connected and 
participate in team collaborations, even in a 
hybrid work environment.
In recognition of the benefits of flexible 
working practices, the Company formalized 
a Way of Working Policy last September 
2022, which defines the expectations and 
responsibilities of the Company and its 
employees across the spectrum of ICTSI’s 
working arrangements, with the default 
way of working being Work from Office, 
with Flexibility. This allows our employees 
to continue working from their homes or at 
other Razon Group work locations outside 
of their primary worksite while meeting 
their deliverables and requirements, 
subject to oversight and approval by 
Department Heads.  
TecPlata provided a venue for its stakeholders - employees, customers and other port users - to 
collaborate and compete in a healthy and fun way
To foster an environment that prioritizes 
continued productivity, improvement, and 
excellence, we are maximizing the effective 
use of office space to fill the communicative 
gaps of working from home and supporting 
business continuity on an as-needed 
basis. Employees were also given the right 
tools and equipment to continue working 
under this setup. 
Furthermore, our HR teams are 
equipped to provide relevant information, 
guidelines, and training to help reduce 
the psychosocial and mental health 
impact of teleworking. For example, 
we have partnered with Mindnation, a 
behavioral healthcare organization at 
our flagship location, to provide our 
teleworkers with ergonomic, mental health, 
and psychosocial support using digital 
telehealth technologies.
We are proud to be a flexible employer, 
providing our employees with the support 
they need to maintain a healthy work-life 
balance. We understand that this balance 
is essential to the continued success 
of our company and the well-being 
of our employees.

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labor-management councils (LMC). In 
this way, even employees who choose 
not to be part of a union can still engage 
management or formally address 
their concerns. (More information on 
CBAs entered by the Company and its 
subsidiaries can be found in the 2022 SEC 
17-A Annual Report.)
Labor-management relations
Our Company has always fostered open 
communication between the management 
and our employees, following our 
commitment to a stronger relationship 
between them. We believe that a productive 
and harmonious relationship between 
workers and management is essential for 
the long-term success of the business.
To achieve this goal, ICTSI has established 
several programs and initiatives to 
promote communication, trust, and respect 
between workers and management. 
These include regular meetings between 
union representatives and management 
to discuss employment-related issues, 
training programs for workers to enhance 
their skills and knowledge, and establishing 
labor-management committees to 
address specific concerns and improve 
overall relations.
Additionally, ICTSI recognizes the 
importance of fair compensation 
and benefits for its workers and has 
implemented programs to ensure that 
employees receive competitive wages and 
comprehensive benefits packages. The 
company also adheres to international 
labor standards and works to ensure that 
its operations meet the requirements of 
local labor laws and regulations. 
Majority of our terminals institutionalized 
labor engagement through policies in 
compliance with internal regulations, 
including their commitments. In MICT, an 
Employee Engagement and Communication 
Program was created and approved by the 
HR head to better worker engagement. 
These policies and other initiatives are 
evaluated on an annual basis through 
employee surveys.
Of the terminals in review, the majority  
were able to set goals and targets for them 
to manage labor relations effectively. They 
are currently being evaluated through 
quantitative goals, such as zero labor  
cases and zero days of a work stoppage 
due to industrial unrest. 
Most terminals also provided qualitative 
targets, including safe working conditions, 
fair compensation, employee satisfaction, 
and harmonious relationship with labor 
unions. The primary backdrop in setting 
their goals and targets is the capacity 
to provide higher labor standards and 
maintain industrial peace. Both quantitative 
and qualitative targets are evaluated 
internally monthly and yearly using 
KPIs, Some terminals are evaluated by a 
regulatory body such as in OJA where the 
relevant policy is reviewed and approved 
by the Ministry of Labor of Indonesia 
every two years. 
Most of our terminals have also done 
budgetary allocations where programs 
and initiatives such as employee benefits 
and salary review, employee engagement 
programs, social and sports activities, 
and employee recognition awards. In 
YICTL, allotments are to the personnel and 
technical resources in the execution of 
labor relations tasks. 
Grievance mechanisms exist in over 
half of the terminals to address labor 
concerns. Grievance channels usually 
include labor policies like grievance 
reporting procedures, the formation 
of labor-management councils, and 
suggestion stations spearheaded by the 
HR department. The goal is to resolve 
any grievance internally to prevent 
employees from filing labor cases 
against the Company.
Modern slavery
ICTSI places great importance on upholding 
the human rights of our employees and 
those within our supply chain. We have a 
zero-tolerance policy towards any form of 
servitude, compulsory labor, or slavery in 
our operations or supply chain, regardless 
of the country we operate in.
As a Company, we fully support the United 
Nations Global Compact and are dedicated 
to supporting the global effort to eradicate 
modern slavery. In 2020, we officially 
launched our statement, “Our Global 
Principles on Human Capital,” crystallizing 
our support of the United Nations Global 
Compact principles. These principles 
are aligned with ICTSI ports’ essential 
role as gateways to international trade, 
foundations for local economic growth, and 
drivers of community development. 
We continue aligning our business practices 
with the UN Guiding Principles and ensure 
that human rights considerations are 
integrated into our due diligence processes 
and ESG governance mechanisms. We 
understand that our presence in different 
countries and communities comes with a 
responsibility to maintain the highest ethical 
standards and to safeguard the welfare, 
safety, and human rights of our employees 
who are the foundation of our business. 
Throughout history, we have remained 
committed to this principle and continue 
to ensure that we operate in accordance 
with international labor standards and 
local laws and regulations. We recognize 
that our success is closely linked to our 
ability to provide a safe and respectful work 
environment where employees are treated 
with dignity and respect.
Diversity And Equal Opportunity
As a global company, we take pride in 
the diversity of our people. We have a 
multicultural work setting that enables the 
productivity and success of the Company, 
proven by many years of good working 
relationships among our employees despite 
geographical or cultural differences. Hence, 
we are committed to instituting a diverse 
and inclusive workplace, treating everyone 
at ICTSI fairly and respectfully, regardless 
of race, gender, age, sexual orientation, 
religion, physical or mental ability, or 
any other status. 
We go out of our way to promote gender 
equality through our Global Principles 
on Human Capital, HR policies, and the 
terminal code of ethics. The concept of 
equal opportunity remains the blueprint 
behind our hiring and selection process. 
Each potential candidate is guaranteed the 
Diversity of employees by age and gender*
  2021 
  2022
GENDER
MALE
FEMALE
Age Group
27 terminals
27 terminals
30 terminals
27 terminals
27 terminals
30 terminals
Under 30
1,404
1,309
1,426
306
311
306
30 to 50
5,878
6,076
6,687
658
685
698
Over 50
1,471
1,503
1,682
91
96
106
Total
8,753
8,888
9,795
1,055
1,092
1,110
* Figures shown in the tables refer to all 30 terminals (including affiliates covered by this report).

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Learning and Development
ICTSI maintains an unwavering commitment 
to our employees' ongoing professional 
growth and development, regardless of 
their location. This dedication is reflected 
in our Human Capital Statement, which 
emphasizes our goal to nurture human 
potential and capacity by providing 
various learning and development (L&D) 
opportunities. Our ultimate aim is to 
assist each employee in achieving their 
full potential. 
Majority of the terminals have a policy in 
place to provide learning and development 
in their operations. The policies, which 
are approved commonly by the HR 
Department, General Managers, Managing 
Directors or sometimes the CEO, refer to 
international standards (commonly ISO 
9001) or local group-wide policies. Notable 
examples of local policies are PICT's 
Learning and Development (L&D) Policy, 
a part of the approved Human Capital 
Department (HCD) Policy Framework, 
and SCIPSI's accreditation on Investors 
In People (IiP), a people management 
standard which includes Learning and 
Development standards, since 2009. 
Policies are evaluated periodically based 
on performance measurements, participant 
Average hours of training
  2021 
 
  2022
TRAINING HOURS BY GENDER
Male 
Female 
27 TERMINALS  
19 HRS
27 TERMINALS 
19 HRS
30 TERMINALS 
17 HRS
27 TERMINALS  
22 HRS
27 TERMINALS 
25 HRS
30 TERMINALS 
24 HRS
TRAINING HOURS BY CATEGORY
Admin rank and file
Operations rank and file
27 TERMINALS  
20 HRS
27 TERMINALS 
21 HRS
30 TERMINALS 
22 HRS
27 TERMINALS  
22 HRS
27 TERMINALS 
19 HRS
30 TERMINALS 
17 HRS
Admin management 
Operations management
27 TERMINALS  
12 HRS
27 TERMINALS 
25 HRS
30 TERMINALS 
23 HRS
27 TERMINALS  
8 HRS
27 TERMINALS 
16 HRS
30 TERMINALS 
15 HRS
AVERAGE HOURS OF TRAINING PER EMPLOYEE
27 TERMINALS  
18 HRS
27 TERMINALS 
19 HRS
30 TERMINALS 
19 HRS
feedback, surveys, internal and external 
audits, and management meetings.
In 2022, the ICTSI Academy, under the 
Global Corporate Human Resources 
was formed to provide our employees 
with various learning opportunities that 
can enhance their skills, knowledge, 
and expertise in port operations and 
management. Leveraging the expertise of 
our flagship Manila International Container 
Terminal, the ICTSI Academy offers an 
extensive array of courses and programs, 
including leadership and management 
trainings, technical and operational 
trainings, and specialized courses 
for distinct roles and responsibilities 
within the company.
rights based on the applicant’s relevant 
qualities, skills, and work experience.  
Equality is reflected in our compensation 
program. Most terminals have no gender 
pay gap. Men and women enjoy equal 
benefits and compensation, except for 
OPC where women earn 16 percent 
more than men. 
A thoroughly balanced gender 
representation also makes up our equal 
opportunity process, unlike in the past, 
where men predominantly populated the 
terminals. Today, several terminals are 
consciously pursuing gender balance in 
their selection process. 
For instance, such as vessel and yard 
checkering, MNHPI and SPIA are 
actively employing women in positions 
traditionally filled by men. Women also 
take management positions, especially 
in BIPI and MNHPI, where 46 percent 
and 29 percent are filled with women. 
Several terminals, such as SPICT, OPC, 
TecPlata, CGSA, and CMSA are equipping 
women with the proper knowledge and 
skills to explore and build a career in port 
operations, specifically, though not limited 
to, operating port equipment.
The company likewise invests in training 
its most vital assets beyond their expected 
deliverables, such as offering the Terminal 
Operations Management (TOM) course to 
provide a deeper understanding of terminal 
box operations. The ICTSI Academy also 
offers hands-on operation and training for 
personnel in various locations. 
In SPICT, the Center for Excellence training 
facility in Lae, Papua New Guinea, prepares 
workers for the safe and efficient operation 
of PNG’s first ship-to-shore cranes, with 
several employees sent in batches for 
training at MICT. Meanwhile, the terminal's 
Transformational Leadership Program 
trains workers to become future leaders 
of the company.
COMPANY ORIENTATION PROGRAMS
TECHNICAL TRAINING PROGRAMS FOR SKILLS ENHANCEMENT 
	
p Operations for Non-Operations;
	
p Orientation for newly hired employees;
	
p Outside Truck Driver’s Orientation
	
p Mandatory 8-hour Safety and Health 
Seminar for Workers
	
p Orientation for HMI
	
p Claims for Non-Claims
	
p Integrated Management System (IMS)
Awareness Training
	
p IMS Internal Audit
	
p Orientation on SAP SuccessFactors 
Benefits Module
	
p Technical training programs for  
skills enhancement
	
p Prime Movers, Reach Stackers, Quay Cranes, Rubber 
Tired Gantries, Sidelifter and refresher courses (for PM 
and RTG Operators)
	
p Fire Fighting Seminar & Drill
	
p Earthquake Drill
	
p Terminal Executive Diploma
	
p IMS Internal Audit Training
	
p Udemy Online Training Access
	
p TBA Training Portal for Navis
	
p GPW Manual Handling
	
p Accident Reporting – Pilot session
	
p NCOS Training for Berth Planners
	
p Administrative Due Process Training for Leaders
	
p Mitsui RTG GPS Mapping and Auto Steering Orientation
	
p Stack Profiling Orientation for Operators
	
p Terberg Familiarization for Operators

In ICTSI, employee volunteerism strengthens our initiatives for our host communities
ICTSI SUSTAINABILITY REPORT 2022
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Corporate Citizenship: 
Community Relations  
and Initiatives
Community relations outreaches are 
integral to the Group’s holistic success. 
The positive impact of working within and 
around the communities where we hold 
operations, more so in natural disasters, 
accidents, or public health emergencies, 
is the nut and bolt that have our 
processes in place. 
Sustained support for these communities 
forms our ESG thrust, not only during trying 
times but in the name of the general welfare 
of these communities in such vital areas 
as Youth Development, Environmental 
Protection, and Host Community Welfare.
From immediate relief and rehabilitation 
during natural disasters to more 
institutionalized opportunities for livelihood, 
capacity-building, learning, and public 
health, we continue implementing our 
social investment framework to instill and 
sustain a strong sense of national pride and 
individual and collective confidence. 
We achieve this by regularly offering 
livelihood opportunities, capacity-building 
programs, public health missions, and 
community rehabilitation. 
Our end goal is to foster camaraderie 
and the development of a resilient and 
sustainable future for all concerned. 
As we move towards the future, we 
acknowledge our role as human and 
community development stewards. We build 
transformative economies and resilient 
communities, not only for the benefit of 
business but also for the advancement 
and empowerment of people, customers, 
stakeholders, and our host communities. 
Learning and development at the ports
 
Our terminals provide training to 
employees in varied disciplines. 
These comprehensive learning and 
development programs differ in 
complexity depending on the varying 
tasks at hand, including, but not 
limited to, safety and preventive 
measures. The idea is to empower our 
workers to deal directly with different 
issues regarding their participation 
in the company. 
SPICT (Papua New Guinea). SPICT is 
commitment to empowering its human 
resource as “world-class talents.” 
In preparation for the deployment 
of Papua New Guinea’s first-ever 
ship-to-shore (STS) cranes, the 
terminal started training its personnel 
using its Center for Excellence 
Training facility in Lae. The facility, 
equipped with simulators, are 
designed to help the workers hone 
their skills in safe and efficient port 
equipment operations.
A pilot batch of operators and 
engineers were likewise sent to 
ICTSI’s flagship at the Manila 
International Container Terminal 
(MICT) for a hands-on operation and 
maintenance training with actual 
port equipment. 
Expanding ICTSI South Pacific’s 
efforts towards enhancing 
the capabilities of current and 
future leaders of the company 
is the terminal’s comprehensive 
Transformational Leadership 
Program which was conducted 
for over 13 weeks. Managers and 
operations superintendents from 
Motukea International Terminal in 
Port Moresby and South Pacific 
International Container Terminal in Lae 
attended the program. 
ICTSI Corporate (Philippines). 
The ICTSI Academy under Global 
Corporate Human Resources recently 
welcomed twenty participants 
from across the Company’s APAC 
operations to attend in the Terminal 
Operations Management (TOM) 
course last October. Learning and 
development consultant Eric Bubeer 
facilitated the program, attended by 
employees from Global Engineering, 
Global Mergers & Acquisitions, Manila 
International Container Terminal, Subic 
Bay International Terminals, Victoria 
International Container Terminal, 
South Pacific International Container 
Terminal and Motukea International 
Terminal. The program hopes to train 
the Company’s future leaders on port 
operations and management. 
TecPlata (Argentina). TecPlata is also 
in the business of providing customer 
satisfaction, part of which is the 
excellent handling of equipment so 
that port services will always be in 
tip-top shape. Training in this regard 
is coupled with a certification, which 
validates the learning of valuable tips 
in adequately handling and caring 
for equipment. Last year, the training 
brought together 16 participants, 
adding 232 hours of training to the 
rank-and-file operations sector.
MICTSL (Madagascar) and MGT 
(DR Congo). Komi Selom Anani, 
Madagascar International Container 
Terminal Services Ltd. chief financial 
officer, and Faycal Tangao, ICTSI 
D.R. Congo chief financial officer, 
have completed their 14-month 
Executive MBA program given 
by the IFG Executive Education’s 
Institute of High Finance in 
partnership with Panthéon-Sorbonne 
University of Paris. The program 
covered such topics as financial 
markets, fundamentals of finance, 
economic environment of the 
company, strategies, capital 
structure and governance, analysis 
of consolidated accounts, behavior 
approach of investors, financial 
communication, financing and 
banking risks, management of assets 
and financial markets, financial 
evaluation and rating, structured 
finance, risk management, and 
international financing.
The Center Excellence program of SPICT has sent out more than 30 employees to the MICT for 
their practical and field training
Guided by our broader vision of Good 
Global Citizenship, our work to effect 
tangible change in our communities and 
to support youth development is achieved 
through three tracks: via initiatives of our 
ICTSI Head Office or Global Corporate, the 
terminals, and the ICTSI Foundation. 
Since 2010, the ICTSI Foundation has 
evolved from being the Company’s 
corporate social responsibility (CSR) arm in 
the Philippines to become a key unit in the 
organization that upholds our sustainability 
commitments, specifically the UN SDGs, 
particularly in the areas of education, 
environment, child welfare, health, and 
humanitarian assistance. The Foundation 
has since expanded its reach to include 
the ports’ hinterland communities where 
a sustainable development framework 
that addresses environmental concerns is 
handled with utmost efficiency and care.

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Across the globe, our ports continue 
to uphold ICTSI Corporate Social 
Responsibility values across the world by 
implementing and supporting company-led 
programs and third-party-led projects that 
benefit our host communities. 
The still ongoing pandemic and its 
unpredictable landscape solidify our 
commitments towards our people and 
stakeholders: to mobilize our people and 
resources wherever we can and extend 
time and assistance whenever we can. We 
focused our social initiatives on combating 
the coronavirus and assisting the 
hardest-hit sectors in rebuilding their lives. 
And since the Company’s health is 
intertwined with the health of the 
communities it serves, it is only proper for 
our Group to see that such relationships 
are literally in the pink of health. One good 
example is our blood donation drive which 
sought to augment the Philippine Red 
Cross’ blood reserves held in the middle of 
2022. The blood drive yielded 7,650 cubic 
centimeters, all from employee donors.
Sustaining local community engagements 
requires a dedicated team of trained 
personnel and ample resources to cover 
the necessary expenses. The Company's 
challenges were multi-tiered, but many 
terminals remain committed to helping their 
host communities and society regardless 
of setbacks. So far as ICTSI terminals 
are concerned, lending a hand to these 
communities is non-negotiable advocacy.
Beyond Pandemic: ICTSI 
continues its health 
outreach to communities
 
 
From building the PhP250 million 
Solaire-ICTSI Vaccination Centers 
(SIVC) which saw the administration 
of 665,000 Moderna doses to our 
annual blood donations drive which 
yielded 7,650 cubic centimeters of 
blood from employee donors, ICTSI 
continues its health outreach to 
communities and cancer patients, 
donating dialysis machines, 
electrocardiogram machines, and 
other medical supplies. 
ICTSI-backed vax centers 
administer 665,000  
Moderna doses
More than 665,000 doses of 
Moderna, including a second 
booster and pediatric doses, were 
administered to residents of the 
National Capital Region and nearby 
provinces through the Solaire-ICTSI 
Vaccination Centers (SIVC) since 
the vaccine brand's rollout in the 
Philippines since June 2021.
ICTSI built the PhP250 million 
SIVC-NPF mega vaccination hub, 
located in Solaire Resort & Casino and 
the nearby Nayong Pilipino Foundation 
(NPF) property in Parañaque, at no 
cost to the Philippine government. It 
was subsequently turned over to the 
Parañaque local government, with 
ICTSI continuing to assist in the daily 
operations until July 27, 2022 – the 
facility's final day of operation.
The SIVCs are part of the Razon 
Group's more than PhP1.5 billion 
contribution to the national pandemic 
mitigation efforts.
"ICTSI and the entire Razon Group 
remain firmly committed to helping 
our country recover from the COVID 
crisis. As the economy reopens, we 
are now seeing the results of our 
concerted effort to get as many 
people vaccinated and boosted," said 
Christian R. Gonzalez, ICTSI executive 
vice president.
Vaccination milestone for 
global workforce reached 
Meanwhile, ICTSI continued to 
implement strict health protocols to 
prevent outbreaks in its terminals 
worldwide despite the significant 
improvement in the COVID situation. 
In Manila, employees underwent 
free, weekly antigen tests to ensure 
workplaces remain COVID-free 
until November.
The company vaccinated 93 percent 
of its 11,000-strong global workforce. 
As of June, 10,400 employees 
completed their primary doses while 
6,900 took booster shots.
ICTSI and ACCT extend health 
outreach to communities and 
cancer patients
Manila Harbor Center's partnership 
with the Philippine Red Cross 
launched one of their annual blood 
donations drive last July as part of 
World Blood Donor Day celebrations. 
The year's blood drive yielded 7,650 
cubic centimeters of blood from 
employee donors. 
As part of ICTSI's health outreach 
to its communities, the Company 
extended its hands to the children 
of Parola to address the pandemic's 
impact, malnutrition, and other health 
concerns. The partnership of ICTSI 
with PIAN forged the pilot health 
program. They distributed care 
packages and nutrition guidebooks 
to Parola communities, where 150 
children aged three benefitted 
from the effort. 
Noteworthy in last year's effort 
to combat health threats was the 
donation of four dialysis machines to 
Barangay Capipisa in Tanza, Cavite, 
by ICTSI and its subsidiary, Cavite 
Gateway Terminal (CGT), through the 
ICTSI Foundation. 
In the same token, Adriatic Gateway 
Container Terminal (AGCT), through 
its representatives, turned over an 
electrocardiogram machine and other 
medical supplies to Dr. Alen Ružić and 
Dr. Ingrid Belac Lovasić of KBC Rijeka. 
The equipment is for the Radiotherapy 
and Oncology Clinic, which monitors 
patients undergoing chemotherapy.
Emmanuel Papagiannakis, AGCT 
Chief Executive Officer, noted that 
Croatia is, unfortunately, among the 
top 10 countries with the highest 
cancer mortality rate for curable 
cancers. Heart monitoring is 
crucial during the chemotherapy of 
cancer patients. 
Across all our ports, ICTSI has seen that 
needs are met. We have donated medical 
equipment such as ventilators, PPEs, and 
test kits to private and public healthcare 
facilities, disinfectants and masks to health 
front liners and other essential needs to the 
most vulnerable sectors. 
But more than just sustaining donations 
of medical equipment and tools, ICTSI 
has also done the same to improve the 
educational needs of students affected 
by the pandemic. 
The last quarter of 2022 saw MCT and 
ICTSI donating needed materials for the 
Brigada Eskwela of Casinglot Elementary 
School and Tagoloan National High School 
to prepare students for face-to-face 
classes. These schools have been the 
nearest to the heart of the foundation since 
it is a neighboring school of Mindanao 
Container Terminal, located in the 
Municipality of Tagoloan.
Another excellent example of ICTSI’s 
community outreaches would be the 
5,236 children who benefited from the 
feeding program spearheaded by the 
partnership of the MICT Sustainability 
and Development Unit and the Center for 
Community Transformation. The children 
were from Parola, Tondo, and Baseco, 
including children from Calamba and Bauan 
in Southern Tagalog.
ICTSI’s efforts to develop communities 
in the areas of health, education, youth 
development, and the like prove that ICTSI’s 
idea of success is, by and large, defined by 
the progress of the community it serves. 
As such, ICTSI has repeatedly proven that 
human dignity, as a corporate thrust, is an 
investment worth its weight in gold.  
ICTSI boosted the nation with a free vaccination in an accessible location

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Education: The Gift of Knowledge for the Youth
 
Contecon Manzanillo (CMSA) has 
recently recognized the dedication of 
17 outstanding sixth graders selected 
through the Children’s Knowledge 
Olympiad of 2021-2022. This is 
part of the Contecon Excellence 
Scholarship program in collaboration 
with the Coordination of Educational 
Services of the Secretary of Education 
and Culture of Colima.
Also last year, ICTSI Foundation 
scholars Niño Costramos of Bicol 
University (AB Literature) and Cleofe 
Patnubay of Ramon Magsaysay 
Memorial College of General Santos 
City (BS Accountancy) graduated with 
Latin honors – magna cum laude and 
cum laude, respectively – as part of 
ICTSI Foundation-Northern University 
scholarship program. 
Other ICTSI Foundation scholars 
who graduated from college this year 
are Aladin Intoy, AB Communication 
and Media Arts from the University 
of the Philippines – Davao; Jennifer 
Movilla, BS Computer Engineering 
from Ramon Magsaysay Technological 
University in Zambales; Maricriz 
Mirai Rivera, BS Accountancy 
from Polytechnic University of the 
Philippines – Bataan;  Aira Grace 
Lazarte, BS Accountancy from 
Bataan State University; and Steven 
Angelo, BS Environmental Science 
from Benguet State University 
in La Trinidad. 
The Foundation’s local scholarship 
program currently has 167 
beneficiaries, 69 of whom are in 
college. Furthermore, there are three 
in senior high school and 95 in junior 
high school. ICTSI employees also 
sponsor seven scholars under the 
Employee Volunteerism Program.
More on ICTSI scholars: 17 students 
have been granted scholarships by 
Contecon Manzanillo (CMSA) for their 
exceptional performance during the 
2021-2022 school year. 
The Pakistan International Container 
Terminal (PICT) also stepped up is 
scholarship program last year in line 
with its cooperative education theme. 
This gives students full access to 
platforms for practical exposure, 
applied industrial projects, and 
necessary educational resources.  
The University Vice Chancellor 
and Heads of various Academic 
institutions for efforts at youth 
development have lauded PICT.
Community Welfare: 
Making a Difference 
through Kindness  
and Inclusivity
Community outreaches are at the very 
heart of the Company’s social primer. 
We aim to help all in need, regardless 
of ethnicity, religion, and status in life. 
Ours is an inclusive culture designed 
to bring together people of varying 
backgrounds because we believe in 
healthy exchanges and fellowship 
and that inclusivity paves the way 
for our workers to grow and expand 
their knowledge in their chosen 
fields of expertise. 
Most notable was ICTSI and Manila 
Harbor Center’s efforts to share 
holiday cheers with 500 families of 
Barangay 128 of Tondo, Manila. The 
distributed food packages included 
various food products plus five 
kilograms of rice. 
Not to leave out our Muslim brothers 
and sisters behind, BGT staff grabbed 
the chance to reach out from the Port 
of Umm Qasr to the unsung heroes 
of our trade – cargo truck drivers who 
work round the clock to hold up the 
supply chain. The Company offered 
them a humble Iftar meal pack with 
drinks and snacks. 
As for providing relief during natural 
disasters, the Razon Group donated 
over PhP60 million in aid for 30,000 
families displaced by typhoon 
Odette in Surigao del Norte, Cebu, 
Bohol, Southern Leyte, Misamis 
Oriental, and Palawan. The ICTSI 
Foundation successfully rolled out 
relief assistance for over 30,000 
families in remote central and 
southern Philippines areas. This is 
vital to our quick response protocol 
to endangered communities due to 
natural calamities.
A little over 5,000 kilometers away, 
the Pakistan International Container 
Terminal (PICT), in collaboration with 
Pakistan’s Armed Forces, sent aid 
to millions of Pakistanis struck by 
what is deemed the worst flooding in 
Pakistan’s history. 
Natural disasters, viral contagion, and 
relentless poverty have always put the 
country’s most valuable resource at 
risk: our children. As such, the ICTSI 
Foundation launched its supplemental 
feeding program in three key areas 
– Manila, Bauan, and Calamba – 
reaching 5,236 children, mostly 
belonging to poor communities. 
About 2,736 preschool and 
elementary school students in 
Calamba and Bauan were given 
enhanced nutribuns and nutriboost 
drinks. Weekly provisions of Nutribuns 
and Nutriboost to students of San 
Cristobal Elementary School and  
Daycare students and pregnant 
women residents of  Barangay San 
Cristobal in  Calamba City, Laguna 
have been initiated to address the 
pangs of hunger.
In Parola, the MICT Sustainability and 
Development Unit and the Center 
for Community Transformation to 
benefit 1,500 children. In other parts 
of Tondo, including Baseco, Happy 
Land, and Smokey Mountain, the 
Foundation worked hand-in-hand 
with Caritas Manila to provide food to 
more than 1,000 children.  A MOA for 
the Batang Parola, Batang Masigla 
Community-Based Supplemental 
Feeding Program to end all forms of 
hunger in the community by 2023 
has been signed. 
ICTSI kickstarted its feeding advocacy 
in conjunction with the efforts of the 
Manila Health Department, offering 
the 1st batch of lunch meals to 
children. The program ran for six (6) 
months. The program was attended 
not only by the beneficiaries and their 
guardians but the Barangay Nutrition 
Scholars, ICTSI Sustainability and 
Development Unit, ICTSI Foundation 
Inc., and the implementing partner 
Center for Community Transformation. 
The first quarter of 2022 saw the 
feeding program making a difference 
in the children’s lives. Roughly 15 
out of 27 (55%) children reached 
normal weight, and 22% gained 
a better weight average after 
completing the program. 
Enriching communities through 
welfare projects – monetary donations 
and provisions for livelihood – has 
been the centerpiece of Cavite 
Gateway Terminal in 2022. They 
launched feeding programs, health 
and medical missions, relief, and 
feeding programs, environmental 
safety precautions, and hiring 
opportunities to strengthen the 
communities in Cavite.
Matadi International Terminal, ICTSI's business unit in D.R. Congo, donated school bags and school supplies for a basic education institution in 
its host community
No disaster can stop ICTSI from providing its support to communities affected by natural 
calamities, such as for the victims of Typhoon Odette in the Philippines

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Social Assistance: Providing for Health, Security, and Joy
Corporate social responsibility is the 
soul of the corporate entity—both 
the individual and the community 
benefit from its programs. The 
Company benefits from it, too, as it 
solidifies its ongoing relationships 
with its neighboring areas and host 
communities. This only proves 
that the health of the Company is 
intertwined with the health of the 
community it serves.
During the 2nd quarter of 2022, the 
Las Brisas neighborhood celebrated 
Children’s Day with the Social 
Responsibility Committee of Contecon 
Manzanillo heading the occasion. The 
gathering was graced by a clown, 
who danced and shouted, much to 
the delight of more than 200 children. 
The neighborhood president, Alberto 
Nando Quintal, also led the event and 
distributed flavored water and gelatin 
to the kids. A gift was also given to 
each child who attended the event. 
Hundreds of kilometers away, the 
Pakistan Association of the Blind, in 
partnership with the PICT, launched 
an event supporting the blind and 
the visually impaired. They handed 
over braille books free of charge to 
deserving members and students 
of the society. The Braille Books 
Sponsorship program’s goal is to 
provide a source of employment to 
people who are blind, thus assisting 
them to be financially independent.
Regarding education, TecPlata’s 
Inaugural Gala, in collaboration with 
the Civil Association of Hapkido and 
Taekwondo WT, was held successfully 
at the Puerto Madero Yacht Club 
Hall in Buenos Aires. It was graced 
by more than 200 leaders and 
business people from the maritime 
and logistics sector. The gala raised 
funds for repairing classrooms of 
Technical School No. 2 in Berisso and 
purchasing equipment and furniture 
for the House for the Children and 
Teenagers of the Townhall of Berisso.
Youth volunteerism is also one of 
many ways to trigger engagement 
between the Company and the 
community's youth. One such initiative 
was the creation of a network of 
organizations engaged in assisting 
Parola communities called the Parola 
Inter-Agency Network. This is part 
of ICTSI’s commitment to the United 
Nations Sustainability Goals for 2030. 
As one of the densest populated 
barangays in the City of Manila, 
it can be safely assumed that the 
prominent youth residents in the area 
can be trained and later turned into 
active partners in all efforts to sustain 
the neighborhood’s socioeconomic 
development. Their voices and ideas 
are essential in the overall thrust of 
ICTSI to develop such communities.
The idea is to forge stronger 
partnerships with communities to 
achieve the objectives set by the 
Sustainable Development Goals of 
2030. One such effort was the “PIAN 
@ 5: Champions of Sustainability,” 
which was led and convened by the 
Parola Inter-Agency Network (PIAN). 
The fifth-anniversary celebration 
focused on developing social safety 
nets to arrest the impacts left 
by the pandemic. 
It cannot be stressed enough how 
nutrition plays a vital role in the 
health of our communities. On this 
note, ICTSI-SDU donated weighing 
scales, height measurement boards, 
mid-upper arm circumference 
(MUAC) tape, and other “Operation 
Timbang” (OPT) logistics to Barangay 
20 and 275 Manila. The data culled 
from the OPT was utilized by the 
ICTSI Foundation Inc. as funded in 
partnership with the PIAN and the 
implementing partner, the Center 
for Community Transformation. 
The goal is to map out 90% of the 
barangay population as regards their 
healthy development.  
On another note, Manila Harbor 
Center recently donated 300 
kilograms of rice to the Save the 
Children from Malnutrition Feeding 
Program launched in Barangay 128 in 
Balut, Tondo, Manila. The Company 
also donated sacks of rice to Paradise 
Heights Community in Barangay 128 
in commemoration of the Feast of 
the Risen Christ.
The elderly are considered one of 
the most vulnerable groups so far 
as threats to health and safety are 
concerned. The pandemic has, in 
several ways, isolated the elderly from 
the assistance they desperately need, 
more so in the areas of nutrition, 
health, and even legal matters. This 
is why BICT and CATHARSIS (The 
House of Charity) volunteers and 
GLOVO service have delivered to 
roughly 500 elderly beneficiaries 
such primary items as ready meals, 
food products, and even access 
to telephone consultations with a 
doctor or a lawyer. 
Likewise, security is vital in 
safeguarding communities and the 
nation’s security forces from potential 
threats. On this account, the Manila 
Harbor Center supplied building 
materials to reinforce security fences 
surrounding Smokey Mountain Manila 
Police District 1 and Police Community 
Precinct Raxabago Station 1. Members 
of the Manila Police District, Delpan 
Police Station, and Police Station 
12, on the other hand, were the 
happy recipients of CCTV cameras 
donated by ICTSI. 
AGCT donated medical equipment to the KBC Rijeka, a health center in the terminal's host community, to fight cardiovascular diseases, a major 
cause of death in Croatia

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101
Governance
04
Context and Commitments
Our commitment to Sustainability and good corporate governance forms our Global Good 
Citizenship. This motivates our Group to refine our ESG approaches, policies, and priorities 
to improve our performance.
We leverage our commitment to our various stakeholders to fuel a consistent approach 
to enhancing governance, strengthening our corporate policies and business resilience, 
driving the Sustainability agenda further forward, as well as our risk management and 
mitigation approaches. This is our momentum, where it matters most.
Groundwork
We continue to evolve our corporate 
governance policies groupwide 
and strengthen our commitment to 
our stakeholders with our Board of 
Directors and Leadership Team across 
our global portfolio at the helm. We 
implement strong ESG to ensure 
transparency, accountability, and 
prudent management.
Gains
Our efforts to constantly teach our 
solid risk reduction strategies and 
management across our business 
through our Enterprise Risk 
Management System and continued 
digital transformation have gained 
good ground. We continue to intensify 
our commitment to respecting 
human rights following the groupwide 
issuance of our Global Principles on 
Human Capital, strategic sourcing, 
and responsible value chains.  
Moving Forward
Anchored in our strategy of Good 
Global Citizenship and strong ESG, 
we continue to adhere to prudent 
management, enable sustainable 
growth and reinforce our risk 
management approach to ensure 
robust and resilient businesses 
where we operate.
ICTSI and the Port Authority of Gdynia have signed a new 30-year lease 
for the Baltic Container Terminal (BCT) in Poland.

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Building on momentum  
for business resilience
We have been working and making good inroads to recovery from the 
pandemic in ways that support our people, economies, and the planet. 
Building on that momentum, we continue to embed sustainability into 
the heart of our business agenda, corporate culture, and corporate 
governance framework. We are building sustainable business growth in 
a way that manages our economic, social, and environmental impacts 
and contributes significantly to a better and more resilient future 
across our organization.
For ICTSI, the bedrock of business sustainability is solid, prudent, and 
effective corporate governance. Our firm structure includes key areas 
such as general management, information systems, risk management, 
reliable financial and operational information, and cost-effective and 
profitable business operations. We strongly emphasize complying with 
laws, rules, and regulations that are in force in the territories where 
we operate.     
AUDIT 
COMMITTEE
CORPORATE
GOVERNANCE
COMMITTEE
NOMINATION
COMMITTEE
REMUNERATION
COMMITTEE
ENVIRONMENTAL,  
SOCIAL AND
GOVERNANCE
COMMITTEE
BOARD RISK 
OVERSIGHT
COMMITTEE
RELATED PARTY 
TRANSACTION
COMMITTEE
Carlos C.  
Ejercito
C
Independent
M
Independent
M
Independent
M
Independent
-
M
Independent
M
Independent
Cesar A.  
Buenaventura
M
Independent
C
Independent
-
-
M
Independent
M
Independent
C
Independent
Chief Justice 
Diosdado 
M. Peralta (ret.)
-
M
Independent
-
-
C
Independent
M
Independent
M
Independent
Andres  
Soriano III
-
-
-
C
-
-
-
Jose C.  
Ibazeta
-
-
C
-
-
-
-
Stephen A.  
Paradies
M
-
M
M
M
C
-
Governance Structure
Corporate Governance
 
ICTSI continues to raise the bar of good 
governance by pursuing measures that 
bring up the level of awareness and 
practices in the organization to help drive 
value creation and long-term growth. 
ICTSI upholds the principles and policies 
embodied in our Manual on Corporate 
Governance, which serves as the 
framework of rules, systems, and processes 
governing the ICTSI Board of Directors and 
Management performance. Last revised 
in May 2017, the CG Manual outlines the 
Board's duties and responsibilities in 
overseeing all stakeholders' interests. 
As best practices for corporate governance 
continue to evolve, we strive to enhance 
our governance policies and practices as 
well. To update our stakeholders on the 
Company’s efforts, ICTSI publishes an 
annual Corporate Governance Report, 
which adheres to the Code of Corporate 
Governance for Publicly-listed Companies 
promulgated by the Philippine Securities 
and Exchange Commission (SEC). 
For benchmarking against global standards 
on good corporate governance, ICTSI 
also participates in the ASEAN Corporate 
Governance Scorecard. 
Our Board of Directors
The Board of Directors is primarily 
responsible for the governance of ICTSI 
by fostering its long-term success and 
business sustainability in accordance 
with the Company’s Purpose and Values. 
As ICTSI’s highest governing body, the 
Board is instrumental in ensuring that 
the Company is accountable, fair, and 
transparent in its dealings and relationships 
with stakeholders. The Board likewise 
BOARD OF DIRECTORS
Executive Director
Enrique K. Razon Jr.
Chairman and President
Members 
Independent and Non-Executive Directors:
Carlos C. Ejercito
Cesar A. Buenaventura
Diosdado M. Peralta
Non-Executive Directors
Andres Soriano III
Jose C. Ibazeta
Stephen A. Paradies
Environmental, Social and 
 Governance (ESG) Committee
Nomination 
Committee
Remuneration 
Committee
Audit and Compliance  
Group
ESG Reporting Team
Enterprise Risk 
Management
Corporate Governance  
Committee
Related Party 
Transactions 
Committee
Audit Committee
Chief Sustainability Officer
Board Risk Oversight 
Committee
Chief Risk Officer
BOARD OF DIRECTORS
Corporate Secretary
Compliance Officer
Head of Internal Audit

ICTSI SUSTAINABILITY REPORT 2022
Governance
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105
The Board’s fiduciary roles  
and accountabilities
To ensure the sustainability of ICTSI's 
business, the Board continues to 
discharge its duty of care and loyalty in 
the best interests of the Company and all 
its shareholders.
Conflicts of interest
ICTSI is committed to conducting business 
to ensure that undue personal or financial 
interests do not influence our employees’ 
and consultant's business judgment and 
decision-making.
As required under the Manual on Corporate 
Governance, the Company fully discloses 
all relevant and material information on 
individual board members and ICTSI’s 
Senior Management members to assess 
potential conflicts of interest that might 
affect their judgment. Further, the Company 
discloses all dealings of its Directors and 
principal officers in the Company's shares 
(including their nature, number/percentage 
and date of transaction) to the Philippine 
Stock Exchange and the Securities and 
Exchange Commission within three trading 
days from the date of the transaction.
In 2018 ICTSI implemented a Conflict of 
Interest Policy to guide all ICTSI Group 
personnel to conduct business where 
undue personal or financial interests do 
not influence their business judgment and 
decision-making. The Policy defines a 
conflict of interest situation and requires all 
personnel to read, understand, and comply 
with the Policy. The Policy details how to 
disclose a Conflict of Interest and how 
to appropriately address such situations. 
ICTSI Group personnel must also fill out 
a disclosure form and an undertaking 
before their roles are assumed and 
updated regularly.  
The ICTSI Global Corporate Human 
Resources is responsible for ensuring 
Conflict of Interest Disclosure Forms and 
Undertakings are completed by new hires 
prior to the start of their employment. 
Employees are likewise required to disclose 
any potential Conflict of Interest on an 
annual basis that may arise during his/
her employment with the Company. ICTSI 
does not tolerate violations and breaches 
of this policy, which may lead to disciplinary 
and other actions up to and including 
termination of employment.  
ICTSI Sustainability Champions Honored at Inaugural Edify Awards
 
International Container Terminal 
Services, Inc. achieved a new 
and significant milestone in its 
sustainability journey by launching 
the inaugural Edify Awards on July 
22, 2022 to recognize sustainability 
champions across the ICTSI Group.
Top honors went to Information 
Security Global Director Kum Chai 
Shin and Senior Tax Manager Atty. 
Maria Carmelita Torres.
Ms. Shin earned the Best Global 
Sustainability Champion award for 
her work on information technology 
governance and data privacy 
disclosures in the report, besting 
Joy Lapuz of the ICTSI Foundation, 
Atty. Michael Alcazar of Global Legal, 
Maricel Laud-Bataller of Global 
Treasury and Investor Relations, and 
Marvin Nalica of Global HSSE.
Noted for their team’s work on the 
Company’s first tax disclosures, 
Atty. Torres was named the Most 
Improved Global Sustainability 
Champion. The other nominees 
were: Camille Julianne Martinez of 
Global Procurement, Nathan Clarke 
of Global Engineering – Infrastructure 
and Project Management, and 
Johan Swart of Global Engineering – 
Equipment Maintenance.
Embedding ESG
In his message, ESG Committee 
Chairman and former Chief Justice 
Diosdado M. Peralta lauded the 
Group’s efforts to fully embed 
sustainability into the ICTSI Group’s 
culture: “Embedding ESG into 
company values and employee 
communications helps to ensure that 
it is part of the strategic direction and 
demonstrates to stakeholders an ICTSI 
Group-wide ESG commitment.” 
Organized by the ESG Reporting 
Team composed of the Global Investor 
Relations, Legal Affairs, and Public 
Relations departments, the activity 
kicked off the start of the Group’s 
2022 sustainability reporting cycle.  
serves as an independent check on the 
Management’s performance. 
The Board is composed of seven directors 
elected by the stockholders during the 
Annual Stockholders’ Meeting (ASM) in 
accordance with prevailing laws as well 
as the Company’s By-Laws. The Board is 
filled up by six Non-Executive Directors and 
one Executive Director. There are three 
Independent Directors out of the seven 
seats. The mix of Non-Executive Directors, 
Independent Director, and Executive in 
the ICTSI Board ensures that no Director 
or a small group of Directors dominates 
in the decision-making process. This 
diversity allows a healthy balance of ideas, 
wisdom and experience in the management 
and business of the Company. (The 
qualifications of the Board of Directors 
can be found in the 2022 Corporate 
Governance Report.)
In accordance with the Manual on 
Corporate Governance and as a 
Governance Support Structure, the 
Board of Directors has established Board 
Committees to support certain functions 
of the Board. This structure ensures the 
Board’s effective and optimal performance, 
particularly in audit, risk management, 
related party transactions, EESG, and 
other key corporate governance concerns. 
Each Board Committee has adopted a 
Committee Charter, which lays down 
the committee’s purpose, composition, 
functions, and processes.   
For 2022, the current set of Directors 
were elected during the 2022 ASM held 
virtually last April 21, 2022. The Nomination 
Sub-Committee is responsible for reviewing 
and evaluating the qualifications of 
all individuals nominated to the Board 
and other appointments which require 
Board approval. Apart from undertaking 
the process of identifying potential 
Directors who have the appropriate mix 
of competencies that are aligned and 
relevant with ICTSI’s strategic direction, 
the Nomination Sub-Committee likewise 
recommends to the Board definitions of 
“independence” and “conflicts of interests” 
for Board Members, as well as guidance on 
time commitments and other directorships.
Each member of the Board possesses wide 
knowledge, experience and expertise in 
the port management industry and other 
related fields.  
Mr. Enrique K. Razon Jr., the Company’s 
Chairman of the Board and President, has 
been a Director of ICTSI since its founding 
in 1987 and as Chairman since 1995. 
The Company finds it practicable and 
more efficient to unify the positions of the 
Chairman of the Board and the President 
considering the nature of its business. 
Under our Manual on Corporate 
Governance, given that these positions are 
unified, the proper checks and balances 
are put in place. The respective duties and 
responsibilities of the Chairman and the 
President are clearly defined to ensure 
that the Board of Directors benefits 
from the benefit independent views and 
perspectives. Also, the Non-Executive 
Directors conduct separate periodic 
meetings without the presence of any 
Executive to evaluate the performance of 
the Board and the Management and may 
call on the external auditor and/or heads 
of internal audit, compliance, and risk as 
resource persons.  
Shin
Torres

ICTSI SUSTAINABILITY REPORT 2022
Governance
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107
Collective knowledge of the highest 
governance body
The Directors of ICTSI undergo Annual 
Corporate Governance Training, programs, 
seminars, and roundtable discussions 
on Corporate Governance with service 
providers or private/government 
institutions that are accredited by the 
Philippine Securities and Exchange 
Commission to ensure that the Company 
follows the adopted leading practices on 
good governance.
To ensure that directors and key officers 
are provided with a continuous learning 
program, ICTSI allocates an annual 
training budget for conferences, seminars, 
and training.  In 2022, directors and key 
officers of ICTSI participated annually in 
Corporate Governance Training Program 
conducted by the Center for Global Best 
Practices (CGBP).
Assessment system
To determine measure compliance with the 
ICTSI Manual on Corporate Governance, 
the Board has adopted in 2018 an 
evaluation system to ensure effectiveness 
Razon Group holds joint 
CG Training
 
The listed companies under the 
Razon Group of Companies -- ICTSI, 
Bloomberry Resorts Corp. (BRC), 
Manila Water Company, Inc. (MWC) 
and Apex Mining Corporation 
(APX) held their second joint 
Corporate Governance (CG) Training 
last December 5.
Held in-person at Solaire Resort and 
Casino and virtually for the third year 
over the Microsoft Teams platform, the 
2022 CG Training focused on “Crisis 
Communication and Dealing with 
Controversies.”
and identify the areas of improvement of 
governance practices. The evaluation and 
assessment also include the performance 
of the Board, each of the Board 
Committees, and the individual Directors. 
One of the evaluations implemented is the 
Annual Corporate Governance Assessment 
done annually through the Office of the 
Compliance Officer. During the evaluations, 
each member of the Board assesses their 
individual and group performance based 
on the Corporate Governance Manual, 
the SEC Code of Corporate Governance 
for Publicly Listed Companies, and the 
Integrated Annual Corporate Governance 
Report (IAGCR) and the ASEAN Corporate 
Governance Scorecard (ACGS). The Board 
also makes similar assessments for the 
Chairman of the Board, President, Chief 
Risk Officer, Compliance Officer, and Head 
of Internal Audit. The evaluation results are 
then presented to all those concerned for 
any necessary recommendations to further 
improve corporate governance in the 
Company. The Company likewise engaged 
the services of an external facilitator to 
evaluate and support the results of 2022 
Board and Management Assessment.  
Results of the Board and Management 
Assessment is then presented by the 
Company’s Global Corporate Legal 
Affairs (GCLA) to all concerned. GCLA 
also discussed the recommendations 
and actions to be taken by the Board, 
Committee Members and Key Officers to 
address the issues raised in the evaluation.  
Previously, the Company engaged the 
services of an external facilitator, the Good 
Governance Advocates & Practitioners 
of the Philippines (GGAPP), to evaluate 
the Board and Management Assessment 
results from 2019 to 2021 and provide 
further recommendations. The 2022 ACG 
Assessment will be rolled out within the first 
quarter of 2023, and an external facilitator 
will be engaged again.
Remuneration policies
ICTSI has established a formal and 
transparent procedure for policy 
development on Board and Executive 
remuneration to fix individual directors' and 
executive officers' remuneration packages.  
These packages may include share 
schemes, incentive performance packages, 
fringe benefits, and other items considered 
appropriate by the Committee. Under this 
policy, a Director does not participate in 
discussions or deliberations involving that 
Director’s remuneration.
Named Executive Officers are covered by 
Letters of Appointment, with the Company 
stating their terms of employment. Except 
for the automatic vesting of awarded shares 
under the Company’s Stock Incentive Plan, 
there are no existing compensation plans 
or arrangements, including payments from 
ICTSI by any named Executive Officer or 
from a change-in-control in the Company.
To achieve its business objectives, ICTSI 
offers competitive base pay, broad use 
of equity with a competitive vesting 
schedule, innovative cash incentive plans, 
and executive benefit plans reviewed and 
approved by the Remuneration Committee. 
At the Board level, the Remuneration 
Sub-Committee, supported by the Global 
Corporate Human Resources (GCHR) and 
an independent external adviser as may 
be required, adopts an integrated and 
stakeholder-inclusive approach to rewards, 
remuneration, and governance in the 
Company's best interest in alignment with 
its Purpose and Values. 
During the Regular Board Meeting held 
on December 15, 2022, the Board aligned 
the remuneration of Directors and Key 
Officers with the Company's long-term 
interests. In determining the proper 
compensation, the Board ensured that (i) 
the level of remuneration is commensurate 
to the responsibilities of the role, (ii) no 
Director participated in the deliberation 
involving his own remuneration, and (iii) 
the remuneration pay-out schedules 
are sensitive to the overall risk profile 
of the Company. For those with control 
functions, their remuneration was based 
principally on the achievement of their 
objectives and independent of any business 
line they oversee. 
For the confidentiality, safety, and security 
of ICTSI’s executives, the Company 
discloses only the aggregate board and 
executive compensation but mentions the 
individual names of the five executives 
who receive the highest compensation 
in the Company’s SEC Form 17-A (under 
Executive Compensation). 
The Group has decided not to disclose 
the information required under GRI 
Disclosure 2-21 in this report since the ratio 
of the annual total compensation for the 
organization’s highest-paid individual to 
the median annual total compensation for 
all employees (excluding the highest-paid 
individual) has not been determined to date: 
Computing the ratio is a significant task as 
ICTSI has presence across many countries 
with varying income levels (i.e., presence 
in DRC, which is currently classified by the 
World Bank as Low Income and presence 
in Australia, which is currently classified by 
the World Bank as High Income).
Participants of the CG Training, graced by Mr. Enrique K. Razon and other members of the top 
management, during their training on topics that will enhance their knowledge and skills
Some 77 participants from ICTSI, 
Bloomberry, Manila Water, and Apex 
Mining’s Board of Directors, Senior 
Executives, and Key Officers joined the 
3-hour training organized by ICTSI’s 
Global Corporate Legal Affairs team 
and conducted by the Center for 
Global Best Practices (CGBP).

ICTSI SUSTAINABILITY REPORT 2022
Governance
108
109
Strengthening our 
governance through 
globalized policies
Compliance as a core value
 
ICTSI conducts its business to the highest 
ethical standards of honesty and integrity 
to maintain its reputation in whichever 
country it operates. As it continuously 
expands its global footprint, the Company 
is working twice as hard to ensure that 
it faithfully complies with all applicable 
laws and regulations promulgated by its 
governing bodies and regulators, including 
port authorities, customs and trade 
agencies, and local government units.
For its part, the Board of Directors is 
required to comply with laws, rules, 
regulations, and circulars related to 
securities regulation and corporate 
governance. The ESG Committee likewise 
ensures compliance of the Company 
with legal and regulatory requirements 
and international industry standards and 
guidelines applicable to ESG matters.
To wield strength for the Company’s 
Compliance Program, ICTSI first appointed 
a Compliance Officer in 2014. The crucial 
Webinars for continuing insurance,  
legal learning
 
Harnessing video-conferencing 
and webinar technology to ensure 
that our workforce has access 
to our programs and resources 
for continuing professional 
education, ICTSI has leveraged 
the use of webinars in the digital 
age as learning tools.
ICTSI’s Global Corporate 
Insurance (GCI) conducted a 
series of webinars for global 
operations to ensure that every 
terminal is well-informed about 
the importance of insurance in 
daily operations.
An initiative that started in 2020, 
the webinar provided a channel 
through which Global Insurance 
communicates with each terminal 
to discuss claims and insurance 
coverage issues. GCI hopes to 
continue improving the global 
insurance program to add value 
to all ICTSI operations.
Meanwhile, the ICTSI Global 
Corporate Legal Affairs (GCLA) 
conducted a two-part webinar 
series for in-house paralegals 
and business units as part of 
its Legal e-Academy program 
for all ICTSI Paralegals and 
Business Units to ensure the 
Company’s compliance with the 
Anti-Dummy Law.
The Legal e-Academy’s You 
Got Served webinar series is a 
highly-collaborative co- learning 
experience focused on the 
strategic capabilities of ICTSI 
Paralegals and Business Units 
with internally developed and 
delivered content that discussed 
the following topics:
	
p Episode 1: Overview of 
Philippine Notarial Law, 
Essential Requisites 
of Notarization and 
Remote Notarization
	
p Episode 2: Overview of 
Anti-Dummy Law and 
Public Service Act.
The Legal e-Academy’s webinars 
had the GCLA, Global HR, MICT 
HR, PH Terminals HR, and other 
interested departments as their 
target audiences.
role was an integral factor in affirming the 
Company’s commitment towards strong 
corporate governance. The Compliance 
Officer coordinates with the Philippine 
Securities and Exchange Commission 
(SEC) and other government regulatory 
agencies in terms of compliance 
requirements, monitoring and reporting. 
The role continued to mature and extend 
the Compliance Officer’s responsibilities 
to ensure adherence to the ICTSI Code 
of Business Conduct through tracking 
any potential or occurring violations and 
reinforcing full compliance with the Manual 
on Corporate Governance and the rules 
and regulations of agencies.  
Mr. Rafael D. Consing, Jr. has served 
as the Company's 2022 Compliance 
Officer, a position he held since February 
2016. Following his retirement from the 
Company in January 2023, the ICTSI 
Board of Directors appointed Mr. Christian 
R. Gonzalez as Compliance Officer, 
concurrent to his roles as Executive Vice 
President and Chief Sustainability Officer.
In case of any violations, the Compliance 
Officer reports the matter to the Board and 
recommends proper action and measures 
to prevent a repetition of the violation.
The Group also maintains regular dialogue 
with local government and regulatory 
authorities through its management teams 
or representatives in each jurisdiction to 
ensure compliance with the requirements 
and conditions for obtaining and 
maintaining its licenses, concessions, 
permits or certificates. 
During the reporting period, ICTSI proudly 
reports that it has strictly complied with 
relevant laws and regulations and thus, has 
not been fined for any non-compliance. 
Ethics and integrity
Our Code of Business Conduct aptly 
describes the expectations which apply 
to all employees and business partners 
working with or on behalf of ICTSI. The 
Code, which serves as a testament to 
our joint beliefs, values, and commitment, 
provides them with guidance on our 
approach to doing ethical business 
practices, acting with integrity and 
accountability, and working in compliance 
with all applicable laws and regulations 
and policies.  
ICTSI takes a zero-tolerance approach 
to corruption, bribery, and fraud in any 
shape or form. Under our Code of Business 
Conduct and the strengthened Anti-Bribery 
Compliance Policy and Procedure, ICTSI 
employees are prohibited from asking for, 
accepting, or receiving bribes or any other 
personal benefit that would induce the 
employee to breach his/her duty to act in 
good faith, to act impartially or following a 
position of trust.  
ICTSI holds itself to the highest ethical 
standards and is committed to acting 
with integrity in its business dealings and 
local and international relationships. Local 
business customs and/or culture are never 
valid reasons for engaging in bribery and 
other corrupt practices.
To reinforce the Company’s 
Compliance Program, the Office of 
the Compliance Officer launched 
three new policies last March 2022 
for ICTSI business units, support 
functions, and departments.  
	
p The Supplement to the 
Anti-Bribery Compliance Policy 
and Procedure strengthened 
the penalty for any violation 
committed by contractors, 
subcontractors, and other third 
parties, including termination and 
disqualification from future tender 
processes or contracts. 
	
p The Policy on Fraud Reporting, 
on the other hand, reinforced 
the existing one by providing 
confidentiality of any disclosed 
information, protection from 
retaliation, providing for different 
forms of reporting channels, 
and providing for the specific 
procedure for handling complaints. 
	
p Meanwhile, the Diversity and Equal 
Opportunities Policy is a new 
formal policy highlighting ICTSI 
Group's value of respect for all 
by giving utmost importance to 
diversity, inclusion, and respect 
for human rights as embodied in 
ICTSI Group's value of respect for 
all by giving utmost importance 
to diversity, inclusion and respect 
for human rights as embodied in 
ICTSI Group's Global Principles on 
Human Capital. It also strengthens 
the Employee Relations provision 
of the Code of Business Conduct. 
	
p Further, the Board has likewise 
approved the implementation 
of the following policies 
which cover our relationships 
with other key stakeholders 
(suppliers, employees):  
	
p The Supplier Code of Business 
Conduct specifically sets out what 
is expected of every Supplier 
working with or on behalf of any 
ICTSI Business Unit (BU).
	
p The Global Health & Safety Policy 
provides guidance on promoting a 
safe and healthy workplace for our 
employees and contractors.
ICTSI's Global Corporate Legal Affairs through Legal e-Academy, and Global 
Corporate Insurance provide continuous learning to employees on topics for added 
information and refreshed knowledge

ICTSI SUSTAINABILITY REPORT 2022
Governance
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111
In 2022 ICTSI engaged all levels of 
the organization in various channels 
to ensure compliance with the Group's 
anti-corruption procedures.
Upon joining the Company, new hires 
are taught the Group’s anti-corruption 
policies and commitments. Consequently, 
all employees, including managers, of a 
specific business unit are informed about 
the codes of conduct, discipline, and 
work procedures through toolbox talks, 
newsletters, webinars, and face-to-face 
trainings. Board Members are reminded of 
anti-corruption policies and commitments in 
regular Board and Committee meetings.
On top of the Supplier Code of Conduct 
approved in 2022, we require all suppliers 
to sign contracts with anti-corruption 
and anti-bribery clauses. These policies 
are available on our corporate websites 
for the reference of business partners 
and stakeholders. 
ICTSI strictly implements an anti-tipping 
policy that prohibits and penalizes the 
acts of receiving and/or soliciting or 
exacting monetary consideration from 
port users, company clients, or the 
public in consideration of work (including 
facilitation payments and tipping). Failure 
to comply with these will lead to severe 
consequences, such as termination 
of employment for its employees and 
personnel, the termination of a business 
relationship for a third party, and other civil 
and/or criminal penalties.  
Apart from Group-wide policies, terminals 
do have specific commitments on 
anti-corruption which are embedded to 
their code of conduct, employee code 
of discipline, among others which are 
approved by Management. There are 
also identified point persons whom 
employees can report possible violations or 
non-compliance to these policies, ranging 
from security employees to line managers, 
HRD Industrial Relations or Operations 
Manager, an assigned Compliance Officer, 
Department Heads, and in some cases, 
even the CEO.  
Anti-corruption indicators
  2021 
 
  2022
TOTAL NUMBER OF EMPLOYEES THAT THE ORGANIZATION'S ANTI-CORRUPTION POLICIES AND PROCEDURES 
HAVE BEEN COMMUNICATED TO
Admin – Rank and File
Admin – Management
27 TERMINALS  
678
27 TERMINALS 
674
30 TERMINALS 
760
27 TERMINALS 
324
27 TERMINALS 
523
30 TERMINALS 
576
Operations – Rank and File
Operations – Management
27 TERMINALS  
3,986
27 TERMINALS 
4,850
30 TERMINALS 
5,684
27 TERMINALS 
456
27 TERMINALS 
1,089
30 TERMINALS 
1,126
TOTAL NUMBER OF EMPLOYEES THAT HAVE RECEIVED TRAINING ON ANTI-CORRUPTION
Admin – Rank and File
Admin – Management
27 TERMINALS 
674
27 TERMINALS 
674
30 TERMINALS 
760
27 TERMINALS 
324
27 TERMINALS 
523
30 TERMINALS 
576
Operations – Rank and File
Operations – Management
27 TERMINALS  
3,951
27 TERMINALS 
4,850
30 TERMINALS 
5,683
27 TERMINALS 
456
27 TERMINALS 
1,089
30 TERMINALS 
1,126
PERCENTAGE OF EMPLOYEES THAT THE ORGANIZATION'S ANTI-CORRUPTION POLICIES AND PROCEDURES 
HAVE BEEN COMMUNICATED TO
Admin – Rank and File
Admin – Management
27 TERMINALS 
64%
27 TERMINALS 
76%
30 TERMINALS 
78%
27 TERMINALS 
64%
27 TERMINALS 
74%
30 TERMINALS 
76%
Operations – Rank and File
Operations – Management
27 TERMINALS 
65%
27 TERMINALS 
74%
30 TERMINALS 
77%
27 TERMINALS 
65%
27 TERMINALS 
89%
30 TERMINALS 
90%
PERCENTAGE OF EMPLOYEES THAT HAVE RECEIVED TRAINING ON ANTI-CORRUPTION
Admin – Rank and File
Admin – Management
27 TERMINALS 
64%
27 TERMINALS 
76%
30 TERMINALS 
78%
27 TERMINALS 
64%
27 TERMINALS 
74%
30 TERMINALS 
76%
Operations – Rank and File
Operations – Management
27 TERMINALS 
65%
27 TERMINALS 
74%
30 TERMINALS 
77%
27 TERMINALS 
65%
27 TERMINALS 
89%
30 TERMINALS 
90%
27 TERMINALS
27 TERMINALS
30 TERMINALS
Total number of employees
9,808
9,980
10,989
Total number of employees that have received training on 
anti-corruption
5,405
7,136
8,145
Total percentage of employees that have received training 
out of the total number of employees
55%
72%
74%
CMSA launches 
Ethics Line
Contecon Manzanillo 
launched last May 18 
the Ethics Line, a tool 
designed to receive all 
claims regarding the code 
of ethics at no cost and in 
a safe manner. 
More than 60 collaborators 
participated in the 
conference, as CMSA's 
Strategic Planning 
Manager, Carlos Gonzalez 
Huesca, explained the 
details of this tool. 
With this conference and 
the Ethics Line tool, CMSA 
reiterates its commitment 
to preventing bad 
business practices, fraud, 
corruption, and abuse.
To evaluate the effectiveness of the 
Company’s anti-corruption policies and 
commitments, we conducted the following 
activities: strict implementation of the 
Code of Conduct, refresher courses, 
improvement of working standards and 
Company environment, periodic internal 
and external audits, and monthly reviews 
and evaluations. Anti-corruption policies 
and commitments have been effectively 
applied to all cases. They have helped 
ensure that employees follow the set 
guidelines and are correspondingly dealt 
with in line with due process. To encourage 
wider dissemination and compliance, we 
translated their policies and commitments 
to the local language in some terminals; 
MICTSL translated their Code of Conduct 
into their local Malagasy language, 
while BICT had their anti-corruption 
commitments to the Georgian language.
At the Manila flagship, the aforesaid policy 
is evaluated through the HRD Industrial 
Relations. The policies are scrutinized 
thoroughly via grievance mechanisms and 
quarterly Labor-Management Conferences 
called “Ugnayan sa Pantalan.” These 
mechanisms and conferences enable 
dialogue between Management and 
employees. Aside from this, regular Labor 
Management Council meetings are 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 management and labor unions, 
and in their level of cooperation in 
implementing anti-corruption efforts among 
MICT employees. 
Most of the terminals also have resources 
being allocated towards the management 
of anti-corruption policies. Existing 
information systems and assets, such as 
Office 365 tools, are being used to evaluate 
the effectiveness of anti-corruption policies.   
During the reporting period, we are proud 
to report that we do not have any confirmed 
incidents of corruption.

ICTSI SUSTAINABILITY REPORT 2022
Governance
112
113
Grievance mechanisms and  
fraud reporting
Grievance mechanisms are essential to 
the Company’s risk management and 
anti-corruption assessment process as 
they enable compliance and adherence 
to policies and regulations in countries 
where we operate, as well as encourage 
employees and concerned parties to 
immediately report any concern and known  
or suspected violations of the Code and 
other company policies.
In 2022, the Company further strengthened 
its Policy on Fraud Reporting, Complaints, 
and Non-compliance with Policies by 
providing a specific reporting process and 
disclosing malpractice or violations. Any 
stakeholder may now report a possible 
breach or non-compliance via personal 
reporting, mail, email, or telephone to the 
appropriate Human Resource Department 
(HRD) of the Business Unit (BU) or the 
Global Human Resource Department (GHR) 
for Corporate Functions. Should there be 
a real threat of harassment and retaliation, 
or any personnel from BU’s HRD or GHR 
be compromised, the report or disclosure 
may be directly filed with the Office of the 
Compliance Officer (OCO). 
Further, the policy likewise provides for the 
procedure from lodging complaints through 
appropriate reporting channels, gathering 
evidence, conducting the investigation, 
and submitting recommendations up to the 
imposition of disciplinary action against 
erring individuals. It likewise provides full 
assurance that the informant’s identity shall 
be treated with the utmost confidentiality 
and that he/she shall be protected from 
any reprisal, retaliation, and other forms 
of harassment. 
Across BUs, any complaint may be 
directed to and addressed by the HR 
Department and their respective top 
management. Some have suggestion 
stations, a complaints box, a whistleblowing 
channel, anonymous forms, an anonymous 
complaint mailbox, a website, a confidential 
direct line, and the Ombudsman channel. 
Some terminals like SBICT, MICTSI, and 
SPIA have their grievance committees. 
MICTSL also has different channels through 
which customers, employees, and people 
in the local neighborhoods may raise 
their concerns. Some terminals evaluate 
the effectiveness of their grievance 
mechanisms through audits, and employee 
surveys. They also monitor the resolution of 
cases and the timeliness and fairness of the 
committees overseeing these cases.
Supply Chain
 
ICTSI continues to recognize that our 
procurement decisions as a global 
company influence local and global 
environmental, social, and economic 
conditions. Therefore, sustainable and 
responsible sourcing practices are vital 
in addressing sustainability issues in 
our supply chains.
As stated in our Code, we are committed 
to conducting business in a way that 
upholds the highest ethical standards of 
honesty and integrity in strict accordance 
with all relevant laws and regulations. This 
commitment extends to external third 
parties acting with, for, or on behalf of the 
Company, such as its suppliers. 
In 2022, we sought to strengthen our 
management of procurement and 
supply chain practices to transform 
our approach into one that manages 
sustainability in a more integrated fashion 
with a supplier life cycle perspective and 
incorporates sustainability criteria at the 
procurement category level. We aim to 
integrate ESG criteria into all phases 
of the supplier engagement life cycle, 
including positive supplier screening and 
preferring suppliers with above-average 
sustainability credentials.
ICTSI’s efforts towards supporting 
responsible procurement is anchored 
on the Global Procurement department, 
which established in 2020 to support 
strategic procurement for the Group's 
Supply chain indicators
  2021 
 
  2022
27 TERMINALS
27 TERMINALS
30 TERMINALS
Suppliers
Total number of suppliers for the port
21,990
26,285
26,728
Total number of local suppliers
19,026
22,981
23,377
Local Suppliers (total)
Total procurement budget (in USD)
495,328,088
544,120,970
567,544,445
Total procurement budget spent on local 
suppliers (in USD)
390,029,295
428,433,019
433,853,012
Local Suppliers (average)
Percentage of procurement budget that is 
spent on local suppliers
75%
72%
70%
Environmental Criteria (total)
Number of new suppliers screened using 
environmental criteria
616
318
324
Number of suppliers screened using 
environmental impacts
1,803
1,461
1,474
Number of suppliers identified as having 
significant actual and potential negative 
environmental impacts
48
20
23
Number of suppliers identified as having 
significant actual and potential negative 
environmental impacts with which 
improvements were agreed upon as a result of 
assessment
30
7
7
Number of suppliers identified as having 
significant actual and potential negative 
environmental impacts with which 
relationships were terminated as a result of 
assessment
6
1
1
71%
72%
75%

ICTSI SUSTAINABILITY REPORT 2022
Governance
114
115
  2021 
 
  2022
27 TERMINALS
27 TERMINALS
30 TERMINALS
Environmental Criteria (average)
Percentage of new suppliers screened using environmental 
criteria
37%
27%
26%
Percentage of suppliers identified as having significant actual 
and potential negative environmental impacts with which 
improvements were agreed upon as a result of assessment
64%
43%
36%
Percentage of suppliers identified as having significant actual 
and potential negative environmental impacts with which 
relationships were terminated as a result of assessment
24%
20%
17%
Social Criteria (total)
Number of new suppliers screened using social criteria
674
415
415
Number of suppliers screened using social impacts
2,017
1,389
1,390
Number of suppliers identified as having significant actual and 
potential negative environmental impacts
22
9
9
Number of suppliers identified as having significant actual and 
potential negative social impacts with which improvements 
were agreed upon as a result of assessment
16
2
2
Number of suppliers identified as having significant actual 
and potential negative social impacts with which relationships 
were terminated as a result of assessment
6
2
2
Social Criteria (average)
Percentage of new suppliers screened using social criteria
27%
24%
21%
Percentage of suppliers identified as having significant 
actual and potential negative social impacts with which 
improvements were agreed upon as a result of assessment
72%
23%
23%
Percentage of suppliers identified as having significant actual 
and potential negative social impacts with which relationships 
were terminated as a result of assessment
28%
33%
33%
top and critical spending and standardize 
supplier environmental and social impact 
assessment methodology in our operations. 
This was done to improve the consistency 
of procurement guidelines across our 
business units and better manage 
sustainability risks in our supply chain. 
Within the department, a Project 
Management Office handles change 
management for procurement-related 
initiatives, including sustainability. At 
the same time, the Procurement Back 
Office provides oversight on the supplier 
management process to ensure compliance 
and identify and mitigate the environmental 
and social risks within the supply chain, 
including supplier environmental and social 
due diligence procedures and KPIs.
ICTSI recently rolled out its Supplier Code 
of Business Conduct, a Global Policy 
that outlines ICTSI’s non-negotiable 
expectations of the suppliers that the 
terminals have engaged and will engage. 
This policy outlines our expectations and 
minimum standards that our suppliers must 
meet or exceed, even as they comply with 
all applicable laws and regulations when 
doing business with ICTSI, its Business 
Units (BUs), and subsidiaries. 
During the accreditation process, we may 
conduct physical or virtual plant visits for 
our manufacturers' suppliers; if the quality 
of their workmanship needs to be validated 
or; if their supply capacity needs to be 
validated. ICTSI also conducts reviews of 
its suppliers’ financial statements if the 
supplier requires a down payment. This 
process enables us to check the financial 
capabilities of the supplier and reduce risks 
related to business continuity.
This accreditation template has been 
cascaded to and implemented by the MICT, 
OPC, TSSA, MHCPSI, SPICTL, and MITL 
(PNG). It will also be cascaded to CGSA, 
MICTSI, and RBT soon.
Depending on the nature of the project, 
our contracts with our suppliers may 
also contain a clause noting that any 
company representative can conduct a 
supplier visit at any given time without 
notice to the supplier. Government or 
third-party certification submission may 
also be required, depending on the nature 
of the business.
To improve the accuracy of our 
purchase orders, ICTSI launched the 
Vendor-Managed Catalogue (VMC) in 
November 2021 with an initial group 
of five vendors. This initiative made 
monitoring the compliance of our vendors 
with our policies easier, streamlined our 
procurement processes and made these 
more efficient, and enhanced our customer 
experience overall.
The Company has conducted five batches 
of training and brought 46 vendors on 
board the program. Our next step is to 
convert most of buyer-managed catalogs 
to vendor-managed catalogs so buyers 
may devote more time to their departments' 
other strategic goals and initiatives.
We also provide annual recognition of 
the efforts of suppliers who have done 
their best to support, comply with, and 
abide by the performance standards of 
ICTSI through the ICTSI Supplier Quality 
Awards (ISQA) and Supplier Performance 
Evaluation initiative.
Our suppliers’ performance is evaluated on 
dependability/timeliness, product/service 
quality, and social, health, safety, and 
environmental (HSE) compliance. Special 
recognition is also given to suppliers who 
extended additional efforts to support 
ICTSI’s special projects. These include the 
development of our VMC, dependability 
in sustaining urgent requirements during 
the worst of the pandemic, dedication 
and commitment to assuring a supply 
of rush requirements to ensure safe 
port operations, and quick responses 
to requests for items that the ICTSI 
Foundation and our CSR projects needed. 
The ISQA aims to inspire other suppliers 
to improve their performance and improve 
43%
24%
27%
28%
36%
33%
33%
17%
21%
20%
24%
23%
23%
37%
64%
27%
26%
72%

ICTSI SUSTAINABILITY REPORT 2022
Governance
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117
their partnerships with ICTSI. Our Company 
maximizes it as a venue where we reiterate 
important corporate guidelines and 
reminders and cascade ICTSI initiatives to 
all our suppliers, ensuring they have ample 
information and opportunities to align their 
company objectives with ours.
ICTSI has also encouraged its suppliers 
to adopt their safety and sustainability 
targets based on the best practices 
shared with them by the Company.  We 
believe that ICTSI and our suppliers should 
work together to achieve our respective 
economic and sustainability goals.
Our feedback mechanisms include a 
grievance hotline and a whistleblower 
policy that upholds our commitment as 
a Company to the highest standards of 
business conduct. Those with grievances 
to air or concerns can do so without fear 
of retaliation. 
Global Procurement cascaded our 
first global policy for these feedback 
mechanisms on Oct. 24, 2022, as the first 
step in providing Procurement guidelines 
to ICTSI’s terminals. Furthermore, our 
Supplier Code of Business Conduct is 
an ICTSI Global Policy outlining ICTSI’s 
non-negotiable expectations of any 
suppliers doing business with our terminals. 
This policy outlines ICTSI’s expectations 
that suppliers must meet or exceed when 
doing business with ICTSI, our Business 
Units (BUs), and subsidiaries.
Under this policy, suppliers are asked to 
submit a Disclosure of Conflict of Interest. 
They are also provided with the email 
address of our Compliance Officer, where 
they can openly report any conflicts or 
violations of the Supplier Code of Business 
Conduct. The Company designates the 
Compliance Officer, and this team member 
must be unbiased and treat all reports fairly.  
Company Memos on environmental and 
social compliance policies are relayed to 
our vendors via email, training sessions, 
and the ISQA. We use the same lines of 
communication for any updates to our 
policies, sustainability topics, and the like.
During the year in review, 16 of 30 ICTSI 
terminals have sustainable supply chain 
policies in place, while the others have 
either a procurement policy or process only. 
13 of 30 ICTSI terminals are already 
screening their suppliers and requiring 
annual accreditation -- MICT, MHC, SPIA, 
OPC, TSSA, LGICT, YICT, CMSA, SPICTL, 
MTL, BICT, PICT, TecPlata. The Company is 
working towards increasing the number of 
terminals having this requirement in place 
as it would reinforce our supplier panel.
Concerning the decrease in the 
screening of suppliers for environmental 
and social criteria, ICTSI is working to 
further embed the accreditation and 
re-accreditation process across our 
business units. MICT, MHCPSI and 
TSSA are already implementing annual 
re-accreditation screenings.
Our Company also expects that if and when 
issues are encountered during the first year 
of working with a supplier, our terminals will 
work to correct these practices and issues 
along with the supplier.  Improvements in 
the practices of the suppliers may also 
have led to a decrease in screenings. 
One example is MICT, where such social 
concerns were addressed in 2021, 
reducing the number of screenings the 
terminal conducted.
ICTSI has been implementing a nuanced 
and responsive cascade of the Company’s 
environmental and social policies across 
its terminals and supply chain, as well as 
embarking on a focused effort to help our 
suppliers and vendors align their business 
practices and ethics with ours. This is how 
we build momentum for meaningful change 
within our organization and bring it where it 
matters: Through our supply chain, across 
our operations, and to our stakeholders.
IT Governance 
 
While the digitalization of port management 
and operations has given each link of the 
supply chain lots of benefits in terms of 
productivity, profitability, and sustainability, 
our industry is more vulnerable to 
cyberattacks due to the vast volumes of 
data exchanged between stakeholders 
every day. For us, digital is a crucial enabler 
of improved governance for, among other 
things, organizational transparency and 
gains in operational efficiency; it is also 
essential to risk management (in areas like 
health and safety and cyber security) and 
essential to boosting resiliency and security, 
especially in the global supply chain.
A key corporate governance strategy for 
us is digital security. Hence, we are always 
looking for ways to find and address our 
vulnerabilities. As part of our measures to 
manage the threat landscape, our Global 
Corporate IT has continued to bring in 
a proactive and existing approach to 
cyber security. 
In 2022, we executed a more 
comprehensive penetration testing 
campaign which saw ICTSI “hacking” 
itself. Using this strategy, we were able to 
document our vulnerabilities and find better 
responses to manage them. 
Business units across ICTSI now all 
leverage a single cloud-based IT Service 
Management platform that allows us to 
define processes and service levels for 
all IT requests.  It provides a single global 
repository of IT Service Management 
activity, providing unprecedented 
auditability and visibility into our operations 
and activities.
We rolled out further enhancements to 
our end-point protection capabilities and 
added an End Point Response automation 
at the same time to all ICTSI users globally. 
This allows us to monitor real-time threats 
and prevent a broad set of attacks in our 
system, including malware and beyond.

ICTSI App has changed the game in the transparency of port transactions and port services for customers
ICTSI SUSTAINABILITY REPORT 2022
Governance
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119
We migrated to the cloud with eight 
terminals running the same terminal 
operating system (TOS) using hyper-scaler 
cloud environments to enable a centralized 
and integrated data platform for our global 
portfolio. The unified data platform gives 
the Company an enterprise view of our 
operations while driving innovation and 
economies of scale by connecting future 
platform deployments of internal and 
external services. 
To comply with data privacy laws in our 
home operations in the Philippines, ICTSI 
appointed Ms. Micah Mangahas-Gudito, 
Global IT Senior Manager, as the 
Company’s Data Protection Officer 
(DPO) in 2022. 
During the year in review, we likewise 
leveraged digital platforms to provide our 
customers with the most transparent and 
visible logistics process while maintaining 
our shipping line neutrality.  
In 2022, the Company rolled out the new 
ICTSI App, which gives port users real-time 
access to critical logistics data across our 
global operations. Using the app and via 
www.my.ictsi.com, port stakeholders can 
now monitor trucks, containers, and vessels 
going in and out of the port and view 
payment estimates from corresponding 
ICTSI terminals in advance. These services 
enable port users to optimize their shipping 
experience through ICTSI and reduce costs.
The app was initially launched in the 
Philippines to cover Manila International 
Container Terminal, NorthPort, Subic Bay 
International Terminals, and Mindanao 
Container Terminal. App coverage will soon 
expand to include other ICTSI terminals in 
the Asia Pacific, the Americas, Europe, the 
Middle East, and Africa.
ICTSI has likewise invested in IT-driven 
solutions vital to MICT’s uninterrupted 
operations during the COVID-19 pandemic. 
In particular, the Company aims to leverage 
5G technology to raise efficiency further 
and optimize port operations at the MICT 
flagship to become the Philippines’ first 
intelligent port.  
The MICT uses 5G technology to 
automatically weigh containers using 
spreader load cells in rubber-tired gantries 
to help shorten truck drivers’ stay at the 
port. Future rollouts using 5G-integrated 
solutions include truck driver messaging, 
remote safety monitoring using intelligent 
surveillance systems, and remote crane 
monitoring using Internet of Things (IoT) 
devices and sensors.
ICTSI continues to invest in developing 
online payment systems for its customers. 
This proved advantageous in providing 
a reliable billing process unaffected by 
pandemic lockdowns and the need for 
most of the Philippines’ workforce to 
work from home. 
Across our global operations, ICTSI 
terminals are working to ensure that data 
collected from stakeholders, including 
customers, are free from undue influence 
and abuse. Our privacy measures have 
been authorized by applicable legislation 
and are very much in line with worldwide 
activities undertaken by the Group.
At the Global level, ICTSI has a global 
policy for cyber security and data privacy 
which supports the Company’s business 
and information technology initiatives and 
helps manage ICTSI’s risk exposure to 
an acceptable level. The Global Incident 
Response Plan includes dealing with data 
privacy incidents as part of the Company's 
business continuity plan. Each Terminal 
IT Head is part of the reporting chain and 
response team. All terminal ITs should be 
compliant with both the policy and the plan.  
During the year in review, ICTSI achieved 
zero nonconformance, zero significant or 
high vulnerability, and zero data security 
incidents. Additionally, we seek to avert 
data leaks and promote a more proactive 
understanding of our policies. Our 
terminals conduct satisfaction surveys, 
quarterly evaluations, reviews, monitoring, 
vulnerability scans and penetration 
testing, monthly reports, incident reports, 
training, and assessments to determine 
the effectiveness of Company’s Cyber 
Security policy. 
Twenty-one out of 30 terminals has local 
policies to guarantee customer data 
privacy. The nine terminals without local 
data privacy policies rely on our Corporate 
Privacy Policy and regional data privacy 
laws and regulations. Top management 
approves them, such as the Terminal CEO, 
Legal Team, Managing Director, Chief 
Information Officer, and EVP. ICTSI also 
holds monthly and quarterly cybersecurity 
governance meetings to keep abreast 
of changes in the global cybersecurity 
landscape so that we can adapt to 
these changes responsively and with 
decisive action.
All terminals likewise commit to ensuring 
that their customer data is private and 
secure in their operations. Some notable 
practices from VICT include disclosing all 
relevant information about data collection 
and what happens to customer data after 
it is collected. AGCT and BGT, meanwhile, 
protect their data by using defensive 
firewalls and anti-virus/security software 
installed at all terminals without exception. 
In MNHPI, a Data Breach Response Team 
composed of department representatives 
is tasked with implementing and ensuring 
compliance with ICTSI’s data protection 
policy and related issuances. The Data 
Breach Response Team conducts 
regular internal and external audits and 
system reviews to evaluate the policy's 
effectiveness. MICT, on the other hand, 
hires a third party vulnerability assessment 
and penetration testing of its IT systems 
containing customer data. 
Grievance mechanisms for each terminal 
varies, but the mechanisms in use include 
reporting via email, phone, or website; 
reporting to point persons; incident 
response plans; customer service desk 
response; and a whistleblower channel.
None of our terminals received any 
complaints concerning breaches of 
customer privacy last year.

ICTSI SUSTAINABILITY REPORT 2022
Governance
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121
Transparency has never been more strengthened as ICTSI launched a digital app for port customers
ICTSI’s new app empowers port users with real-time logistics data  
and improved decision-making
ICTSI empowers port users to make 
better, more timely business decisions 
with the launch of the ICTSI App. This 
tool gives port users access to the 
Company’s newest digital services. 
Our latest innovation grants port users 
real-time access to critical logistics 
data across ICTSI’s global operations. 
Using the App, port stakeholders 
can monitor trucks, containers, and 
vessels and view payment estimates 
from corresponding ICTSI terminals in 
advance. These services enable port 
users to optimize cargo through ICTSI 
and reduce costs. 
As the largest independent port 
operator across six continents, ICTSI 
is leveraging digital platforms to 
bring our stakeholders new levels of 
interactivity and supply chain visibility 
to our stakeholders. From shipper to 
vessel and vessel to consignee, ICTSI 
looks to provide the most transparent 
and visible logistics process 
while maintaining our shipping 
line neutrality. 
Demand for efficient cargo logistics 
is greater now than ever. With up to 
20 different participants in a single 
container shipment, getting access 
to reliable, real-time information 
has become a significant challenge. 
Late, conflicting, and confusing data 
create problems across the supply 
chain, often resulting in poor logistics 
planning and increased costs. 
Real-time information and 
business momentum 
The ICTSI App eliminates conflicting 
and late information by giving users 
real-time visibility in the palm of their 
hands. Using the Watchlist feature, 
users can monitor containers, trucks, 
and vessels and receive updates via 
email or SMS for every development 
on the container, truck, or vessel 
being monitored. 
The App also enables users to use 
native device-sharing capabilities to 
send information directly to the users’ 
customers. Users can access payment 
estimates for their transactions and 
make online payments across many 
ICTSI terminals using the App. 
“We are focused on our customers’ 
success and building a strong 
foundation for these services that 
not only allows us to deliver these 
services now, but also enables us to 
respond to our customers and deliver 
more services quickly in the future,” 
Mr. Hibbert added. 
IT investments where  
they matter 
ICTSI’s newest innovation results 
from a multi-year investment in an 
advanced underlying global digital 
platform consolidating data and 
services across the ICTSI Group. It 
enables the Company to deliver an 
advanced omnichannel experience 
to port users. Leveraging a unique 
and global platform approach, the 
Company is fast-tracking the roll-out 
of these services across every 
ICTSI terminal following the initial 
launch in the Philippines, where it 
is headquartered. The ICTSI App is 
available for iOS and Android and 
may also be accessed via the web. 
User registration is required to use 
advanced app features and to enable 
the Company to create a personalized, 
digital experience.
Nowhere to go but App
The pandemic has changed the 
way business is done across the 
globe. ICTSI has been meeting the 
challenges posed by COVID-19 by 
harnessing digital technology to adapt 
to the changes in the global business 
environment. While we were already 
adopting these technologies to 
streamline our business and improve 
efficiency across the organization, 
ICTSI made the best possible use of 
these digital tools in 2022.
BGT (Iraq). Basra Gateway Terminal 
implemented Navis for its general 
cargo operations to improve and 
digitalize processes and other 
aspects of the terminal’s operations. 
While BGT has been using Navis for 
its container business since 2016, 
implementing the general cargo 
module has proven to be a logical 
extension offering an end-to-end 
solution for optimizing its cargo 
business and terminal operations 
in one system. With BGT handling 
increased general and project cargo, 
implementing the available cargo 
module introduced a better customer 
experience and improved efficiencies 
by giving increased access to timely 
data and performance metrics. It also 
gives customers real-time access to 
cargo handling status and vessel data.
PICT (Pakistan). In line with efforts 
directed toward digitalization, PICT 
developed and implemented an 
in-house Equipment Management 
System that has been leveling up 
the efficiency of terminal operations. 
This e-system facilitates proactive 
decision-making regarding equipment 
planning and allocation, maintenance 
activities logging, performance 
monitoring, and optimizing the use 
of available resources on a real-time 
basis. This helps decrease the 
frequency of equipment breakdowns, 
reduces downtime, and enhances 
sustainable terminal operations. PICT 
also upgraded its Terminal Operating 
System (Navis N4) and integrated its 
gate mechanism system with Customs 
WEBOC. This upgrade verifies 
real-time status at the terminal’s main 
entrance before allowing cargo to 
enter the terminal. This ensures the 
terminal’s compliance with Pakistan 
Customs directives for receiving only 
PIA-filed Empty Containers.
The terminal likewise rolled out its 
online documentation system for 
customers as part of initiatives to 
streamline services and improve 
the ease of doing business using 
digital platforms. 
The electronic documentation system 
enables clients to manage the 
documentation requirements for their 
transactions remotely and securely, 
24/7. It also allows customers to 
generate pro forma invoices for 
subsequent online payments. 
CGSA (Mexico). The CGSA App 
was designed to create value for 
our customers, and it was built to 
keep cargo consignees informed 
in real time. This tool provides 
information on the arrival of cargo 
and empty containers at the terminal, 
enables customs inspections with 
photographic records, facilitates 
police inspections, and the dispatch 
and reception of freight. The 
app also documents the logistics 
process, among others.

ICTSI SUSTAINABILITY REPORT 2022
GRI Content Index
122
123
General Disclosures
STANDARD
DISCLOSURE
PAGE NUMBER/  
DIRECT ANSWER
THE ORGANIZATION AND ITS REPORTING PRACTICES
2-1
Organizational details
Cover Page, 10-13
2-2
Entities included in the organization’s sustainability reporting
27
2-3
Reporting period, frequency and contact point
26-27
2-4
Restatements of information
32, As indicated throughout the report
2-5
External assurance
No external assurance
ACTIVITIES AND WORKERS
2-6
Activities, value chain and other business relationships
12-15
2-7
Employees
82-84
2-8
Workers who are not employees
82
GOVERNANCE
2-9
Governance structure and composition 
102-104
2-10
Nomination and selection of the highest governance body 
104
2-11
Chair of the highest governance body 
103-104
2-12
Role of the highest governance body in overseeing the management 
of impacts 
20-21
2-13
Delegation of responsibility for managing impacts 
20-22
2-14
Role of the highest governance body in sustainability reporting
20-21
2-15
Conflicts of interest 
104-105
2-16
Communication of critical concerns 
20-22
2-17
Collective knowledge of the highest governance body 
106
2-18
Evaluation of the performance of the highest governance body
106-107
2-19
Remuneration policies 
107
2-20
Process to determine remuneration 
107
2-21
Annual total compensation ratio
107, The Group has decided not to 
disclose the information required under 
GRI Disclosure 2-21 in this report since the 
ratio of the annual total compensation for 
the organization’s highest-paid individual 
to the median annual total compensation 
for all employees (excluding the highest-
paid individual) has not been determined 
to date: Computing the ratio is a 
significant task as ICTSI has presence 
across many countries with varying 
income levels (i.e., presence in DRC, which 
is currently classified by the World Bank 
as Low Income and presence in Australia, 
which is currently classified by the World 
Bank as High Income).
STANDARD
DISCLOSURE
PAGE NUMBER/  
DIRECT ANSWER
STRATEGY, POLICIES AND PRACTICES
2-22
Statement on sustainable development strategy 
6-9
2-23
Policy commitments 
23-24; As indicated throughout the report
2-24
Embedding policy commitments 
As indicated throughout the report
2-25
Processes to remediate negative impacts 
112
2-26
Mechanisms for seeking advice and raising concerns 
112
2-27
Compliance with laws and regulations
108-109
2-28
Membership associations 
24-25
STAKEHOLDER ENGAGEMENT
2-29
Approach to stakeholder engagement
31-33
2-30
Collective bargaining agreements
Annual Report
DISCLOSURE OF MATERIAL TOPICS
3-1
Process to determine material topics
28-30
3-2
List of material topics 
29
3-3
Management of material topics 
As indicated throughout the report
GRI Content Index

ICTSI SUSTAINABILITY REPORT 2022
GRI Content Index
124
125
STANDARD
DISCLOSURE
PAGE NUMBER/  
DIRECT ANSWER
ENVIRONMENTAL
ENERGY
GRI 3 Material Topics 2021
3-3 Management of Material Topics
34-45
GRI 302: Energy 2016
302-1 Energy consumption within the organization 
42
302-2 Energy consumption outside of the organization 
The Company is still currently 
putting in place efforts to 
monitor this.
302-3 Energy intensity 
42
302-4 Reduction of energy consumption 
The Company is still currently 
putting in place efforts to 
monitor this.
302-5 Reductions in energy requirements of products and services
EMISSIONS
GRI 3 Material Topics 2021
3-3 Management of Material Topics
34-45
GRI 305: Emissions 2016
305-1 Direct (Scope 1) GHG emissions 
43
305-2 Energy indirect (Scope 2) GHG emissions 
43
305-3 Other indirect (Scope 3) GHG emissions 
The Company is still currently 
putting in place efforts to 
monitor this.
305-4 GHG emissions intensity 
43
305-5 Reduction of GHG emissions 
The Company is still currently 
putting in place efforts to 
monitor this.
WASTE
GRI 3 Material Topics 2021
3-3 Management of Material Topics
48-49
GRI 306: Waste 2020 
(Topic management 
disclosures)
306-1 Waste generation and significant waste-related impacts
48-49
306-2 Management of significant waste-related impacts
48-49
GRI 306: Waste 2020
306-3 Waste generated
49
306-4 Waste diverted from disposal
The Company is still currently 
putting in place efforts to 
monitor this.
306-5 Waste directed to disposal
WATER AND EFFLUENTS
GRI 3 Material Topics 2021
3-3 Management of Material Topics
46-47
GRI 303: Effluents and 
Waste 2018 (Topic 
management disclosures)
303-1 Interactions with water as a shared resource
46
303-2 Management of water discharge-related impacts
46
303-5 Water consumption 
47
SUPPLIER ENVIRONMENTAL ASSESSMENT
GRI 3 Material Topics 2021
3-3 Management of Material Topics
112-116
GRI 308: Supplier 
Environmental 
Assessment 2016
308-1 New suppliers that were screened using environmental criteria
114
308-2 Negative environmental impacts in the supply chain  
and actions taken
113
Topic Specific Disclosures
STANDARD
DISCLOSURE
PAGE NUMBER/  
DIRECT ANSWER
ECONOMIC
ECONOMIC PERFORMANCE
GRI 3 Material Topics 2021
3-3 Management of Material Topics
52-65
GRI 201: Economic 
Performance 2016
201-1 Direct economic value generated and distributed 
55
201-2 Financial implications and other risks and opportunities 
due to climate change 
The Company is still currently putting  
in place efforts to address this  
disclosure item.
INDIRECT ECONOMIC IMPACT
GRI 3 Material Topics 2021
3-3 Management of Material Topics
52-59
GRI 203: Indirect 
Economic Impacts 2016
203-1 Infrastructure investments and services supported
56-59
203-2 Significant indirect economic impacts 
56-59
PROCUREMENT PRACTICES
GRI 3 Material Topics 2021
3-3 Management of Material Topics
112-116
GRI 204: Procurement 
Practices 2016
204-1 Proportion of spending on local suppliers
113
ANTI-CORRUPTION
GRI 3 Material Topics 2021
3-3 Management of Material Topics
110-111
GRI 205: Anti-Corruption 
2016
205-1 Operations assessed for risks related to corruption 
111
205-2 Communication and training about anti-corruption 
policies and procedures
110
205-3 Confirmed incidents of corruption and actions taken
No incidents of corruption.
RESPONSIBLE TAX MANAGEMENT
GRI 3 Material Topics 2021
3-3 Management of Material Topics
59-61
GRI 207: Tax 2019 (Topic 
management disclosures)
207-1 Approach to tax
59-61
207-2 Tax governance, control and risk management
59-61
207-3 Stakeholder engagement and management of concerns 
related to tax
59-61
GRI 207: Tax 2019
207-4 Country-by-country reporting
60; The Group has decided not to 
disclose the information required under 
GRI Disclosure 207-4 in this report as it 
believes that this information should only 
be disclosed on a strict as-need basis. 
We understand that Disclosure 207-4 
requires essentially the same information 
as found in the CBCR 
that the Group has been preparing and 
submitting since the inception of this 
requirement. There are proper channels 
wherein such information can be 
disclosed between tax authorities of the 
different jurisdictions where the Company 
has presence, under the Multilateral 
Competent Authority Agreement on 
the Exchange of Country-by-Country 
Reports, and which should likewise 
be under an enacted legislation in the 
jurisdiction/country requesting  
for the CBCR.

ICTSI SUSTAINABILITY REPORT 2022
GRI Content Index
126
127
STANDARD
DISCLOSURE
PAGE NUMBER/  
DIRECT ANSWER
FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
GRI 3 Material Topics 2021
3-3 Management of Material Topics
87-88
GRI 407: Freedom of 
Association and Collective 
Bargaining 2016
407-1 Operations and suppliers in which the right to freedom of 
association and collective bargaining may be at risk
87-88
LOCAL COMMUNITIES
GRI 3 Material Topics 2021
3-3 Management of Material Topics
93-99
GRI 413: Local 
Communities 2016
413-1 Operations with local community engagement, impact assessments, and 
development programs
93-99; 100%
413-2 Operations with significant actual and potential negative impacts 
on local communities 
93-99
SUPPLIER SOCIAL ASSESSMENT
GRI 3 Material Topics 2021
3-3 Management of Material Topics
112-116
GRI 414: Supplier Social 
Assessment 2016
414-1 New suppliers that were screened using social criteria
114
414-2 Negative social impacts in the supply chain and actions taken 
114
CUSTOMER HEALTH AND SAFETY
GRI 3 Material Topics 2021
3-3 Management of Material Topics
80-81
GRI 416: Customer Health 
and Safety 2016
416-1 Assessment of the health and safety impacts of product and 
service categories
80-81
CUSTOMER PRIVACY
GRI 3 Material Topics 2021
3-3 Management of Material Topics
117-119
GRI 418: Customer Privacy 
2016
418-1 Substantiated complaints concerning breaches of customer 
privacy and losses of customer data
119
STANDARD
DISCLOSURE
PAGE NUMBER/  
DIRECT ANSWER
SOCIAL
EMPLOYMENT
GRI 3 Material Topics 2021
3-3 Management of Material Topics
66-67, 82-27
GRI 401: Employment 2016
401-1 New employee hires and employee turnover 
83
401-2 Benefits provided to full-time employees that are not provided to 
temporary or part-time employees 
85
401-3 Parental leave 
87; The Company is still 
currently putting in place 
efforts to monitor this.   
LABOR/MANAGEMENT RELATIONS
GRI 3 Material Topics 2021
3-3 Management of Material Topics
88-89
GRI 402: Labor/
Management Relations
402-1 Minimum notice periods regarding operational changes
87
OCCUPATIONAL HEALTH AND SAFETY
GRI 3 Material Topics 2021
3-3 Management of Material Topics
72-81
GRI 403: Occupational 
Health and Safety 2018 
(Management Approach 
Disclosures)
403-1 Occupational health and safety management system
72-73
403-2 Hazard identification, risk assessment, and incident investigation
72-76
403-3 Occupational health services
76-78
403-4 Worker participation, consultation, and communication on  
occupational health and safety
76-77
403-5 Worker training on occupational health and safety
79
403-6 Promotion of worker health
76-79
403-7 Prevention and mitigation of occupational health and safety impacts 
directly linked by business relationships
72-81
GRI 403: Occupational 
Health and Safety 
2018 (Topic-Specific 
Disclosures)
403-8 Workers covered by an occupational health and safety  
management system
73
403-9 Work-related injuries
74
403-10 Work-related ill health
74
TRAINING AND EDUCATION
GRI 3 Material Topics 2021
3-3 Management of Material Topics
90-92
GRI 404: Training and 
Education 2016
404-1 Average hours of training per year per employee
91
404-2 Programs for upgrading employee skills and transition assistance 
programs
90-91
404-3 Percentage of employees receiving regular performance and 
career development reviews
100%
DIVERSITY AND EQUAL OPPORTUNITY
GRI 3 Material Topics 2021
3-3 Management of Material Topics
89-90
GRI 405: Diversity and 
Equal Opportunity 2016
405-1 Diversity of governance bodies and employees
83,89
405-2 Ratio of basic salary and remuneration of women to men
90

ICTSI SUSTAINABILITY REPORT 2022
128
Our complete Annual Reports can be viewed or downloaded  
at www.ictsi.com
A thorough discussion of the Company's sustainability and social 
responsibility efforts can be found at the 2022 ICTSI Group 
Sustainability Report and the ICTSI Foundation Accomplishment Report.
Contact Points
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  
ESG efforts, please email us at 
sustainability@ictsi.com
Investor Inquiries
ICTSI welcomes inquiries from investors,  
analysts and the financial community.  
For more inquiries about ICTSI, please email 
investors@ictsi.com or visit investors.ictsi.com
Emilio Manuel V. Pascua
Chief Financial Officer
 + 63 2 8247 8048
 mpascua@ictsi.com
Arthur R. Tabuena
Treasury Director and Head of  
Investor Relations
 + 63 2 8245 2255
  + 63 2 8247 8008
 atabuena@ictsi.com

MOMENTUM 
WHERE IT
MATTERS
SUSTAINABILITY REPORT 20 2 2
www.ictsi.com