COVER SHEET - 2Go
COVER SHEET - 2Go
COVER SHEET - 2Go
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Governance<br />
As part of the IT Governance program, the Company undertook major initiatives to address audit and<br />
risk management issues. First, we engaged a consultant for the enhancement of IT’s Disaster<br />
Recovery Plan (DRP). Second, the Company went into the documentation of Policy Standards<br />
Procedure Guidelines (PSPG) of IT process improvements, including Project Management<br />
methodology and Software Development LifeCycle (SDLC). And finally, the Company introduced the IT<br />
Balanced Scorecard that will serve as feedback mechanism on IT’s overall performance.<br />
Since the key to all these accomplishments is the many talents in ATS IT, the Company maintains an<br />
environment of continuous learning, attractive compensation, and practice of meritocracy in the<br />
Company’s IT team. This resulted in a manageable 7.7% attrition rate in IT in 2010.<br />
Innovation<br />
The role of IT in ATS has slowly evolved to include new capabilities that help the business units find<br />
ways to innovate. With approval from top management, the newly-created IT Innovation Team has<br />
launched a project that will support 2GO’s retail business. This state-of-the-art technology will serve<br />
as a vehicle in forging new partnership prospects with other companies, partnerships that will soon<br />
deliver new and exciting services to every Filipino and bring in additional revenues for ATS.<br />
The Information Technology of ATS continuously adapts to the changing business landscape and will<br />
endlessly introduce and foster the use of IT and technology-enabled innovations that are of strategic<br />
value to the business as the Company transforms into a new and better organization.<br />
ENTERPRISE WIDE RISK MANAGEMENT PROGRAM<br />
With the objective of keeping the focus on raising Enterprise Risk Management (ERM) awareness<br />
throughout the whole organization, ATS Risk Management Team started the development of Strategic<br />
Risk Management. Strategic risk management encompasses all activities intended to identify risks,<br />
solve problems, adapt to change, and successfully execute plans.<br />
Risk is now viewed not merely on losses and damages but more importantly becoming a tool in<br />
achieving the corporate objectives, realizing opportunities present in identified risks and shifting focus<br />
from preventive activities to more pro-active approach supporting frontlines on its objectives.<br />
With the integration of several subsidiary companies into ATS, operational risks were also reviewed -<br />
there were risks which were downgraded as a result of the implementation of the action plans to<br />
mitigate the identified risks. Each business unit has appointed a Risk Management champion and they<br />
are monitoring their own respective identified risks, ensuring that risk actions were properly<br />
implemented.<br />
There are two major programs under ERM that is being held annually in ATS, focusing on vessel<br />
operations and training of vessel officers and crew. First is the Vessel Performance System (VPS). It is<br />
a “Friendly” competition between vessel crew, both technical and hotel management, in search of the<br />
best over all managed vessel in the ATS Fleet. The objective of VPS is to improve overall performance<br />
of vessels on 4 major areas: Vessel Maintenance Vessel, Crew and Passenger Safety, Security and<br />
Passenger Satisfaction. Insurers have shown favorable interest on this. The winner in 2010 is<br />
SuperFerry 1.<br />
The other program is the Vessel Officers Conference. It is an annual gathering of vessel officers, with<br />
focus on strengthening Vessel Officers’ expertise on handling our vessels. It also provides updates on<br />
vessel operations and management, since this event is also attended by representatives from Freight,<br />
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