Environmental Sustainability
Climate change continues to present a significant challenge for the maritime transport sector, which is widely recognised as a hard-to-abate industry due to current technological and fuel constraints. At the same time, the regulatory environment affecting shipping and logistics continues to evolve, with carbon pricing and emissions-related requirements now firmly embedded in the operating landscape.
Against this backdrop, Irish Continental Group’s environmental focus is centred on managing emissions and environmental impacts in a practical, disciplined and economically sustainable manner. While climate change and emissions reduction are key priorities, the Group’s approach to environmental stewardship also encompasses wider responsibilities, including pollution prevention, resource efficiency and the protection of the marine environment.
This section sets out how the Group manages its environmental impacts across vessel and terminal operations, progress against existing targets, and how environmental considerations are integrated into operational decision-making and risk management.
Operating Sustainably
Sustainability at Irish Continental Group is about delivering essential transport and logistics services in a way that supports long-term value creation while responsibly managing environmental and social impacts. As a provider of critical maritime infrastructure connecting Ireland, the United Kingdom and Continental Europe, the Group recognises the broader economic and societal importance of its operations.
The maritime sector is widely recognised as hard to abate, reflecting its reliance on energy-dense fuels, long-lived assets and established infrastructure. Regulatory developments, including the inclusion of maritime transport in the EU Emissions Trading System and the forthcoming implementation of the FuelEU Maritime regulation, provide greater clarity on the sector’s decarbonisation pathway. The Group’s current environmental targets remain aligned with the International Maritime Organization’s 2018 strategy, while the enhanced ambition set out in the IMO’s 2023 update is under active review. In parallel, the Group continues to monitor developments in sustainability reporting requirements and emerging regulatory expectations relevant to its operations.
Engagement with Our Stakeholders
Effective stakeholder engagement supports the Group’s ability to operate responsibly, manage risk and deliver long-term value. Irish Continental Group engages with a wide range of stakeholders, including employees, customers, suppliers, investors, regulators and industry bodies, reflecting the breadth of its operations and responsibilities.
Engagement during the year focused on topics including safety, service reliability, regulatory developments, environmental performance, sustainability priorities and strategic direction. The Group continues to develop its understanding of sustainability-related impacts, risks and opportunities, informed by engagement with stakeholders and ongoing review of emerging regulatory and market expectations.
Internally, employee engagement supports awareness of sustainability objectives and reinforces a culture of shared responsibility. Externally, the Group engages constructively with regulators, port authorities, industry associations and other stakeholders to contribute to policy development, share best practice and support innovation within the maritime sector.
A summary of stakeholder engagement activities and key topics is set out below.
Environment
Through structured operational management and targeted technical measures, the Group seeks to reduce fuel consumption and emissions intensity across the fleet.
Decarbonising Our Vessel Operations
Maritime transport is widely recognised as hard to abate due to the scale of operations, the long-lived nature of vessel assets and the limited availability of scalable low- and zero-emission fuels for large vessels. The Group’s vessel operations represent the majority of its Scope 1 greenhouse gas emissions.
The Group’s decarbonisation approach is focused on two primary levers: improving fuel and operational efficiency in the near term, and preparing for the transition to alternative fuels and enabling infrastructure over the longer term. This approach supports compliance with evolving regulation while maintaining operational reliability and economic viability.
Enhancing Energy and Fuel Efficiency
Improving energy efficiency remains the cornerstone of the Group’s near-term decarbonisation efforts. Through structured operational management and targeted technical measures, the Group seeks to reduce fuel consumption and emissions intensity across the fleet.
Key efficiency measures include:
- optimisation of voyage planning, port operations, navigation and speed management through the Green Voyage programme;
- digital performance monitoring using fleet management and analytics tools to support environmental performance and operational decision-making;
- real-time engine and power management to enhance vessel responsiveness and efficiency; and
- regular hull and propulsion maintenance, including drydocking programmes and the use of advanced, non-toxic coating technologies to reduce drag.
These measures are supported by experienced crews and operational teams and align with recognised international frameworks, including Ship Energy Efficiency Management Plans (SEEMPs) and applicable IMO technical efficiency requirements.
Operational efficiency improvements are continuously reviewed and refined using EU MRV and IMO DCS data, supporting transparency in performance tracking and incremental improvement over time.
Alternative Fuels and Long-Term Decarbonisation
Over the longer term, decarbonisation will require the adoption of lower-carbon and alternative fuels alongside the development of supporting infrastructure. While the pace of transition remains uncertain, the Group is actively preparing for future adoption through evaluation of operational options, technology developments and infrastructure readiness.
During the year, the Group continued to evaluate the use of biofuels on selected vessel operations. Biofuel use is progressed on a phased basis, supporting operational learning and performance assessment. While supply is available, broader deployment has not yet been fully rolled out across all applicable operations, reflecting cost considerations and the need to maintain commercial viability.
The Group also continues to assess emerging technologies and retrofit options where practical, recognising that feasibility will depend on vessel profiles, route requirements, infrastructure readiness and the development of economically viable fuel supply chains.
Green Corridors and Enabling Infrastructure
Meaningful decarbonisation of maritime transport will require enabling infrastructure for fuels and electricity, supported by appropriate policy frameworks and collaboration across the sector.
Green corridors provide a practical mechanism to accelerate this transition by focusing effort on specific routes where infrastructure, fuel availability and demand can be coordinated. The Group participates in route-based initiatives, including the Dublin–Holyhead green corridor workstream, to assess the feasibility of lower-emission operating models and the infrastructure that would be required over time.
These initiatives are intended to inform longer-term planning and investment decisions and to support collaboration with ports, regulators, suppliers and other stakeholders as solutions mature.
Metrics and Targets
Over recent years, the Group has expanded its data collection and disclosure of metrics used to assess and manage climate-related risks and opportunities. The Group reports Scope 1 and Scope 2 emissions and monitors performance through defined intensity metrics across vessel operations.
The Group also complies with limits on sulphur content of marine fuels and has invested in exhaust gas cleaning systems across relevant vessels to manage sulphur oxide (SOx) emissions.
Vessel Operations – Targets and Progress
The Group’s vessel emissions reduction targets are aligned to the International Maritime Organization’s 2018 strategy. The enhanced ambition set out in the IMO’s 2023 update is acknowledged and remains under review as the Group assesses implications for its long-term pathway.
Targets (aligned to IMO 2018 ambition):
- 40% reduction in carbon intensity by 2030 compared to 2008 levels; and
- 50% reduction in total greenhouse gas emissions by 2050 compared to 2008 levels.
Progress is tracked using intensity metrics aligned to the Group’s operating model:
- RoRo fleet: gCO₂ / RoRo units / nautical mile; and
- Container fleet: gCO₂ / TEU / nautical mile.
Our Progress to date
For our vessel targets, we are measuring our performance against baseline targets using intensity metrics that are based on using “RoRo units” carried for the RoRo fleet (RoRo Fleet: gC02/ RoRo Units/ NM) and TEU’s carried for the Container Fleet (Container Fleet: gC02/ TEU’s/ NM). Our current progress is set out below. Our performance on Ro Ro’s has improved by 7% year on year at 45% while our intensity values for our container vessels has improved by 12% to 70%, the increase is driven by increased load factors in 2025 and the increased use of Biofuels within our fuel mix compared to 2024.
Given business growth since the 2008 baseline, progress against the absolute 2050 ambition will depend materially on future propulsion and fuel pathway developments alongside operational and technical efficiency improvements.
Baseline Data
The Group recognises the challenges associated with estimating baseline-year intensity and absolute emissions data, given the passage of time and historical data availability. Baseline figures are based on best available information and reasonable estimates.
Decarbonising Our Terminal Operations
The Group has set clear targets to reduce Scope 1 and Scope 2 emissions within its terminal operations. Over recent years, significant investment has been made in terminal equipment and supporting electrical infrastructure to improve operational efficiency and reduce emissions.
Investment has focused on the electrification of heavy equipment and associated infrastructure. A substantial proportion of terminal equipment is now electrified and powered by renewable electricity, delivering measurable emissions reductions and supporting our long-term decarbonisation objectives.
During 2025, we achieved approximately 71% of our 2025 reduction milestone, equating to an overall reduction of c.50% in Scope 1 and 2 emissions relative to our baseline. While this represents substantial progress, completion of the remaining reductions required to meet the 70% target will depend on addressing residual emissions sources, particularly within yard vehicles and mobile equipment.
The Group continues to assess remaining emissions sources within terminal operations. As technologies mature and become economically viable, opportunities for further electrification and lower-emission equipment replacement remain under active review.
As an intermediate measure, we continue to evaluate the use of HVO and biofuels within terminal vehicle fleets. While supply is available, broader roll-out remains subject to cost, operational compatibility and long-term supply and commercial considerations.
Supporting Customers and Infrastructure Development
We engage with customers, port authorities and other stakeholders on how terminal infrastructure can support emissions reduction over time, including the potential deployment of shore-side power. Grid capacity constraints and multi-year infrastructure development timelines remain relevant considerations.
Terminal Targets and Progress
Targets:
- 70% reduction in Scope 1 and 2 emissions by 2025; and
- Net zero Scope 1 and 2 operations by 2030.
Progress toward the 2025 milestone has been significant, with approximately 71% of the required reduction achieved. Our focus remains on progressing toward net zero Scope 1 and 2 terminal operations by 2030. Carbon offsetting would be considered only as a last resort, once all practicable abatement measures have been fully assessed.
Total Emissions and Scope Coverage
The Group reports Scope 1 and Scope 2 emissions and continues to improve the quality and completeness of its emissions reporting. Where Scope 3 emissions have been disclosed, methodologies and data quality continue to be reviewed, recognising the greater reliance on external data and assumptions.
Year-on-year changes in total emissions reflect a combination of fleet configuration, activity levels and operational factors including the use of Biofuels which has increased to 3.9% of volumes consumed during the year. The Group will continue to work with suppliers and partners to improve data quality and identify practical opportunities to reduce emissions over time.
Innovation, Safety and Environmental Protection: The OCEAN Project
The Group is a founding partner of the OCEAN Project, an international initiative focused on improving navigational safety and protecting the marine environment. Supported through the European Union’s Horizon Europe programme, the project aims to enhance navigation systems, training and hazard awareness.
The OCEAN Project supports the development of shared navigational hazard data capabilities, contributing to improved safety, reduced environmental risk and more resilient maritime operations.
Collaboration for Sustainability
Decarbonising maritime transport cannot be delivered by individual operators alone. The Group engages with port authorities, regulators, fuel and technology providers, customers and industry bodies to support practical and scalable solutions.
The Group is a member Smart Freight Centre, supporting the development of consistent approaches to freight emissions measurement and reporting. Engagement with external stakeholders supports informed decision-making, helps manage transition risk and enables the Group to progress environmental initiatives in a manner that remains operationally reliable and economically sustainable.
Environmental Management Framework
While climate and emissions are key priorities, the Group’s environmental responsibilities also include pollution prevention, responsible resource use and protection of the marine environment. These controls underpin the operational practices described below.
Environmental awareness, training and accountability are embedded within operational management structures, supporting regulatory compliance and continuous improvement.
Responsible Consumption, Waste and Pollution Prevention
The Group is committed to minimising waste, conserving resources, preventing pollution and protecting the marine environment. Robust waste management practices are applied across vessels and terminals, supported by procedures, training and oversight.
A zero-tolerance approach is applied to illegal waste dumping at sea. Waste generated onboard is managed through approved processes and landed ashore using port reception facilities and contracted waste management providers.
Measures to reduce plastics and marine litter continue to be implemented, alongside improved waste segregation and management practices onboard.
Water Conservation and Marine Environmental Protection
The Group seeks to optimise water use and manage marine environmental impacts responsibly. Potable water is sourced and stored under controlled conditions, with onboard production systems used where fitted. Water quality testing and efficiency measures are applied where feasible.
Water recycling systems have been implemented at water-intensive terminal locations, reducing freshwater consumption by treating and reusing wash water.
Ballast water is managed in line with applicable requirements to reduce the risk of introducing invasive species. Investments in ballast water treatment capability and operational controls support marine protection.
Circular Economy and Sustainable Materials
The Group supports circular economy principles through operational practices and logistics services. Sustainable materials are incorporated into the container fleet where practical, including the use of renewable materials such as bamboo flooring.
Crew uniforms are sourced with sustainability considerations in mind, including the use of recycled materials. Containerised provisioning reduces packaging waste and delivery movements.
As a logistics provider, the Group also supports the movement of recyclable materials to advanced recycling facilities in Continental Europe, contributing to circular economy value chains.
Noise Management and Local Environmental Impacts
The Group recognises that operations within port environments can have local impacts, including noise. Operational practices and equipment specifications are designed to minimise disturbance where feasible, and noise is monitored in line with local requirements and port arrangements.
Enabling Lower-Carbon Transport and Supply Chains
As an integrated maritime transport and logistics group, Irish Continental Group’s sustainability contribution extends beyond its own operational footprint. Through the services it provides, the Group enables customers and passengers to access lower-carbon transport options and more efficient supply chains.
Passenger Sail and Rail
The Group partners with rail operators in Ireland, the United Kingdom and France to offer integrated sail and rail ticketing, supporting lower-emission travel alternatives and improved connectivity. In the prior year, over 8,000 sail and rail tickets were sold.
Container Business and Multimodal Delivery Options
Through its container operations, the Group provides direct services linking Ireland with key European hub ports, enabling customers to access multimodal logistics options, including rail and inland waterways, where feasible.
Climate Risk and Task Force on Climate-related Financial Disclosures (TCFD)
Climate-related matters are considered alongside other principal risks facing the Group and are reviewed as part of the Board’s ongoing oversight of strategy, performance and long-term business resilience.
Irish Continental Group considers climate-related risks and opportunities in line with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). Climate considerations are integrated into governance, strategy, risk management and performance monitoring, reflecting the long-lived nature of the Group’s assets and the evolving regulatory environment in which it operates.
Governance
The Board has overall responsibility for the oversight of climate-related risks and opportunities. This oversight is supported by executive management, with climate considerations incorporated into strategic planning, capital allocation decisions and the Group’s risk management processes.
Climate-related matters are considered alongside other principal risks facing the Group and are reviewed as part of the Board’s ongoing oversight of strategy, performance and long-term business resilience.
Strategy
The Group considers climate-related matters as part of its broader strategic planning and decision-making processes. Given the long-lived nature of maritime assets and the regulatory environment affecting shipping and logistics, management reflects on how changes in carbon pricing, environmental regulation, fuel availability and physical operating conditions could influence the Group’s operations over time.
These considerations are qualitative in nature and are used to support strategic discussion, risk awareness and long-term planning rather than to predict outcomes or determine financial projections. Climate-related factors are considered alongside commercial, operational and regulatory considerations when assessing fleet investment, asset ownership, operational efficiency initiatives and the pacing of capital investment.
The Group’s approach is focused on maintaining flexibility and resilience, recognising uncertainty around future regulatory pathways, technological developments and market conditions in a hard-to-abate sector.
Risk Management
Climate-related risks are identified, assessed and managed through the Group’s enterprise risk management framework and are subject to ongoing review and Board oversight.
The Group’s principal climate-related risks include:
- Transition risks, arising from changes in environmental regulation, carbon pricing mechanisms such as EU ETS, fuel availability and cost, and customer responses to these developments; and
- Physical risks, including the potential for increased frequency or severity of weather-related disruption affecting vessel operations, ports, terminals and supply chains.
These risks are assessed in terms of likelihood and potential impact, and mitigation measures are identified where appropriate. Climate-related risks are considered alongside other strategic and operational risks, ensuring a consistent and integrated approach to risk management.
Metrics and Targets
The Group monitors greenhouse gas emissions and energy use across vessel and terminal operations using consistent metrics and methodologies, as set out in the Environmental Sustainability section of this report.
These metrics are used to track performance over time, inform operational and investment decision-making, and support compliance with applicable regulatory requirements. Progress against environmental targets is reviewed regularly, recognising that delivery is influenced by operational, regulatory and economic factors.
Resilience and Outlook
The Group’s approach to climate-related risk management is focused on maintaining operational resilience, regulatory compliance and financial discipline. While the pace and pathway of decarbonisation in the maritime sector remain subject to uncertainty, the Group’s emphasis on asset ownership, operational efficiency and phased investment supports its ability to respond to evolving climate-related risks and opportunities over the long term.
Task Force on Climate-Related Financial Disclosures Appendix
Metrics and tables
The following represents our data, the operations included, represents all assets and operations that ICG have operational control for the year ended 2025.
Environmental Data
Shipping Operations
Land Based Operations
Overall Group
Key Terms, Definitions and Commentary
Our People
We take pride in fostering a high-performing, customer-focused workforce built on trust, collaboration, and shared purpose.
Our Culture and Approach
Our people are central to the delivery of Irish Continental Group’s strategy and operational performance. We aim to foster a high-performing, customer-focused workforce built on trust, collaboration and shared purpose.
Our culture encourages teamwork across functions and levels, with an emphasis on constructive challenge, accountability and continuous improvement. This approach supports effective decision-making, operational resilience and consistent service delivery across the Group.
Focus on Performance and Excellence
A shared commitment to operational excellence underpins the way our people work. Clear objectives, strong leadership and alignment between individual and organisational goals support the execution of strategy and the delivery of reliable services for customers.
This focus on performance is reinforced through leadership, training and recognition, ensuring that high standards are maintained across fleet, terminal and onshore operations.
Learning, Development and Talent
We prioritise hiring for potential and developing capability over the long term. As a learning-oriented organisation, we provide opportunities for employees to build skills, gain experience and progress within the business.
Our Learning & Development Policy and Talent Review Process support:
- Ongoing skills development
- Succession planning for key roles
- Internal progression and knowledge retention
During the year, a number of internal promotions were made to key roles following planned retirements, reflecting the effectiveness of our succession planning approach and our commitment to developing talent from within.
Leadership Development
Strong leadership is essential in a safety-critical, operationally complex environment. Leadership programmes are used to support individuals identified through succession planning, equipping them with the skills required to lead teams, manage risk and drive performance.
These programmes are tailored to operational and management roles and support continuity and stability across the organisation.
Health, Safety and Wellbeing
The health, safety and wellbeing of our employees is a core priority. Safety is embedded in day-to-day operations through training, procedures and oversight, and underpins our wider people and sustainability objectives.
Employee wellbeing is supported through flexible working arrangements, family-friendly policies and initiatives addressing both physical and mental health. These measures contribute to engagement, retention and productivity.
Reward and Recognition
We aim to provide competitive and fair remuneration, recognising both individual contribution and collective performance. Reward and recognition are linked to performance management and the Talent Review Process, and are reinforced through regular acknowledgement of achievement across the organisation.
This approach supports motivation, retention and alignment with business objectives.
A Safe, Inclusive and Respectful Workplace
We are committed to providing a safe, inclusive and respectful working environment where all employees are treated with dignity and respect.
A strong “speak-up” culture is promoted across the Group, supported by clear policies and processes, including:
- Bullying and Harassment
- Equality, Diversity and Inclusion
- Dignity and Respect
- Whistleblowing
These policies enable employees to raise concerns or challenge behaviours without fear of retaliation and are supported by appropriate governance and oversight.
Diversity, Equality and Inclusion
We recognise that a diverse workforce strengthens decision-making, innovation and long-term performance. Our approach to diversity, equality and inclusion is grounded in three core principles:
- Diversity – valuing individuality and the different skills and perspectives people bring
- Equality – ensuring fair access to opportunities and removing barriers and bias
- Inclusion – creating an environment where differences are respected and people feel able to contribute fully
We acknowledge the historical gender imbalance within the maritime sector and are actively working to improve representation, particularly at management and leadership levels, through recruitment practices, development initiatives and inclusive policies.
Flexible and hybrid working arrangements support work-life balance and help attract and retain talent across the organisation.
Workforce Profile
As at 31 December 2025, the Group employed 296 people.
Total number of female employees
41%
Female part time
62%
Female Board members
33%
Female management staff
20%
Female turnover rate
13.8%
Looking Ahead
Maintaining a skilled, engaged and safety-focused workforce remains essential to the Group’s long-term success. Our priorities include leadership development, talent retention, improving diversity and inclusion, and supporting employee wellbeing in a demanding operational environment.
Social Responsibility
Irish Continental Group recognises that its people, customers and the communities in which it operates are central to the delivery of safe, reliable and high-quality maritime transport and logistics services. Social considerations are therefore integral to the Group’s operations, culture and long-term success.
The Group’s approach to social responsibility is focused on creating a safe, inclusive and supportive working environment, developing and retaining talent, and maintaining strong standards of conduct and engagement across the organisation.
Our People and Culture
The Group’s people are the driving force behind its performance. A strong emphasis is placed on fostering a high-performing, customer-focused culture built on trust, collaboration and shared purpose. Teamwork across functions and locations is actively encouraged, supporting continuous improvement and operational excellence.
The Group prioritises hiring for potential and supporting the ongoing development of its people through structured learning and development initiatives, leadership programmes and succession planning. This approach supports long-term capability building and organisational resilience.
Safety, Health and Wellbeing
Safety First
Safety is, and always will be, the Group’s foremost priority. Given the inherent physical risks associated with maritime transport, terminal operations and logistics activities, protecting the safety of our employees, contractors, customers and visitors is fundamental to how the business operates.
The Group is committed to maintaining a strong safety culture, supported by robust systems, training, oversight and continuous improvement.
Managing Physical Risks
The Group operates in environments where risks arise from activities such as vessel operations, cargo handling, container movements and port activities. Managing these risks effectively is central to operational performance and resilience.
Innovation, Technology and Safety
Investment in innovation and technology plays an important role in enhancing safety outcomes.
- The Group’s RTG electrification programme has significantly improved safety by enabling remote crane operation from secure, office-based locations. This reduces exposure to high-risk working environments and has also broadened access to these roles.
- Modernisation of the digital booking system for hauliers has improved both operational efficiency and safety. App-based booking supports “just-in-time” arrivals, reducing congestion, idling time and vehicle movements within port areas.
These initiatives demonstrate how operational efficiency and safety outcomes can be achieved simultaneously.
Key elements of the Group’s safety management approach include:
- Annual review and update of safety statements, policies and procedures across operations
- Comprehensive safety training for employees and contractors working in higher-risk roles
- Specialised training programmes tailored to specific operational risk profiles
- Regular drills and exercises to test preparedness and emergency response capability
During the year, the Group completed a major incident exercise designed to test organisational readiness and response to a significant operational incident, reinforcing resilience and emergency management capability.
Supporting Safety Initiatives and Collaboration
The Group actively supports external initiatives aimed at strengthening safety culture across the wider operating environment. This includes participation in the Dublin Safe Port initiative, a collaborative programme focused on improving safety standards and practices for all workers operating within Dublin Port.
Through safety awareness campaigns, training initiatives and shared learning, the Group contributes to a safer working environment beyond its direct operations.
Adherence to International Standards
Safety management onboard the Group’s vessels is underpinned by strict adherence to the International Safety Management (ISM) Code, a globally recognised framework for maritime safety. Compliance with the ISM Code supports systematic risk management, continuous improvement and accountability across vessel operations.
Safe Handling of Dangerous Goods
The Group strictly complies with all international, national and local regulations governing the transport and handling of dangerous goods. This includes full adherence to the International Maritime Dangerous Goods (IMDG) Code.
Dangerous goods are rigorously classified according to their physical, chemical and environmental properties, and appropriate control measures are applied to ensure the safety of employees, cargo, vessels and the environment.
Health and Wellbeing
The Group is committed to safeguarding the health and wellbeing of employees, customers and contractors. All applicable health regulations are adhered to, supported by policies and procedures designed to minimise health risks and promote wellbeing.
Food Safety
Onboard vessels, the Group operates Hazard Analysis and Critical Control Point (HACCP) systems across all food-handling areas. These systems identify, monitor and control critical points in food preparation to ensure the highest standards of hygiene and safety.
Regular third-party inspections are carried out to validate compliance and provide assurance to customers and stakeholders.
Safety Performance and KPIs
Safety performance is closely monitored using Lost Time Injury Frequency (LTIF) metrics, which measure incidents resulting in lost days per million hours worked. Performance is tracked separately for land-based and sea-based operations, reflecting differing risk profiles.
For the year:
- LTIF – Land Operations: 4.8 (below the target threshold of <5)
- LTIF – Sea Operations: 2.3 (below the target threshold of <3.5)
Overall our KPI’s have remained below our set targets for the year.
All incidents are investigated internally, with external authorities involved where appropriate, to ensure lessons are learned and risks are mitigated.
Safety Data
The table below sets out safety performance data for employees, visitors and key contractors, consistent with prior year disclosures.
Diversity, Equality and Inclusion
The Group is committed to fostering a workplace where individuals are treated with dignity and respect and where diversity is valued. Policies covering equality, diversity and inclusion, bullying and harassment, and dignity and respect support a culture of fairness and inclusion.
While recognising the historical gender imbalance within the maritime sector, the Group continues to enhance recruitment practices and career development pathways to support greater diversity across the organisation.
Speak-Up and Employee Engagement
The Group promotes a speak-up culture that encourages open dialogue, the raising of concerns and the constructive challenge of norms. Employees are supported by policies and procedures, including whistleblowing arrangements, to raise concerns without fear of retaliation.
Respect, integrity and accountability underpin the Group’s approach to employee engagement and conduct. These principles support a working environment where individuals feel valued and empowered.
Customers and Social Impact
The Group provides essential transport and logistics services that support international trade and tourism. A focus on safety, reliability and service quality underpins customer relationships and contributes to economic and social connectivity across the markets served.
Through its operations, the Group plays a role in supporting supply chains, employment and regional connectivity, reflecting its position as a critical link in the movement of people and goods by sea.
Governance
The Group’s governance framework supports long-term value creation by promoting accountability, effective oversight and robust risk management across all operations.
Strong governance underpins Irish Continental Group’s approach to ethical, transparent and responsible business. The Group’s governance framework supports long-term value creation by promoting accountability, effective oversight and robust risk management across all operations.
Governance arrangements are designed to ensure compliance with applicable laws and regulations, uphold high standards of conduct, and support the sustainable operation of the business. The framework is kept under regular review to reflect evolving regulatory requirements, best practice and stakeholder expectations.
Governance Framework and Oversight
The Board has overall responsibility for the Group’s governance, supported by executive management who are responsible for implementation and day-to-day operation of governance policies, procedures and controls.
Governance considerations are integrated into:
- strategic planning and capital allocation decisions;
- enterprise risk management processes; and
- operational oversight and internal control frameworks.
This integration ensures that governance is not treated as a standalone function, but as a core component of how the business is directed and controlled.
Ethical Conduct and Compliance
The Group is committed to conducting business with integrity and in compliance with all applicable national and international laws and regulations. Policies and procedures are in place to support compliance with legal requirements relating to competition, bribery and corruption, and other areas of ethical conduct.
Compliance is supported by:
- clearly defined policies and standards of conduct;
- training and awareness programmes for employees and relevant third parties; and
- monitoring and review activities designed to identify and address potential issues.
The Group maintains a zero-tolerance approach to breaches of competition, bribery and corruption laws.
Competition Law
The Group is committed to fair competition and compliance with competition laws in all jurisdictions in which it operates. Robust compliance structures are in place, supported by training and internal controls, to ensure adherence to competition law requirements.
Regular reviews and audits support the effectiveness of these arrangements and reinforce a culture of compliance.
Anti-Bribery and Corruption
The Group maintains a zero-tolerance stance towards bribery and corruption. The Anti-Bribery Policy applies to all employees, partners, agents, consultants and contractors and sets out clear expectations regarding acceptable conduct.
The policy prohibits all forms of bribery and improper business conduct, including gifts or hospitality that could give rise to an appearance of impropriety. During the year, no investigations into allegations of bribery, corruption or breaches of competition law were initiated by external parties.
Whistleblowing and Speak-Up
The Group’s Protected Disclosure Policy provides a confidential mechanism for employees, Board members and others connected with the organisation to raise concerns about wrongdoing or improper conduct.
The policy includes safeguards to protect individuals from retaliation and supports a culture of openness and accountability. Awareness of whistleblowing arrangements is promoted across the organisation. No disclosures were received under this policy during the year.
Human Rights and Modern Slavery
The Group is committed to respecting internationally recognised human rights standards, including the principles set out in the Universal Declaration of Human Rights and the International Labour Organisation’s Core Conventions.
The Group’s Human Rights Policy and Modern Slavery and Human Trafficking Policy reflect a zero-tolerance approach to modern slavery and human trafficking across its operations and supply chains. Measures in place include:
- training to raise awareness of human trafficking and labour exploitation risks;
- engagement and collaboration to share knowledge and good practice; and
- ongoing monitoring of relevant reports and alerts to identify potential concerns.
These commitments are reinforced through the Group’s Supplier Code of Conduct.
Supplier Relationships and Responsible Procurement
Strong and transparent supplier relationships are essential to the Group’s operations. The Supplier Code of Conduct sets out expectations in areas including ethical conduct, human rights, environmental responsibility and health and safety.
The Group engages with suppliers to promote alignment with these standards and to support continuous improvement. Payments are made in accordance with agreed terms, reflecting the Group’s commitment to fair and responsible business practices.
During the year, the Group expanded its understanding of its Tier 1 suppliers to gain deeper insight into supplier operations and practices, supporting enhanced collaboration and alignment with sustainability objectives.
Tax Governance
The Group adopts a responsible and balanced approach to tax, aligning its tax strategy with commercial activities and long-term business objectives. Compliance with applicable tax laws and regulations is a fundamental principle of the Group’s governance framework.
Where uncertainty exists, external advice is sought to support informed decision-making. The Group maintains a zero-tolerance approach to tax evasion and engages constructively with tax authorities, supporting transparency and cooperation.
Continuous Improvement and Accountability
Governance policies and practices are kept under regular review to ensure they remain effective and aligned with regulatory developments and stakeholder expectations. Clear accountability structures support implementation, monitoring and continuous improvement.
Through this governance framework, Irish Continental Group seeks to operate responsibly, manage risk effectively and maintain the trust of its stakeholders.