COVER SHEET - 2Go

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