Informe de Sostenibilidad en Inglés

SUSTAINABLE
MANAGEMENT REPORT
2016
THANK YOU THE
Presidency
Sustainable Development Management
TEAMS THAT
Internal Audit Management
Planning and Performance Management
Vice-Presidency of Operations
SUPPORTED THE Vice-Presidency of Business
Vice-Presidency of Juridical and Government Affairs
BUILDING OF THIS
Vice-Presidency Administrative and Services
Vice-Presidency Financial
Sub direction of Communications
REPORT OF EDITION
SUSTAINABLE DEVELOPMENT MANAGEMENT
PHOTOGRAPHY
TGI'S BANK OF PHOTOS
MANAGEMENT CONSULTING AND ELABORATION OF THE REPORT

CREO
Bogota, January 2017
www.tgi.com.co
DESIGN AND DIAGRAM

C MS D COMMUNICATION AND DEVELOPMENT
2
CONTENT
01
page 6
05 09
page 72
page 138
INTRODUCTION
13
1. MESSAGE FROM THE PRESIDENT page 190
02
OCCUPATIONAL HEALTH
AND SAFETY PRIORITY INTEGRAL, RELIABLE AND
page 10 EFFICIENT OPERATIONS
06
page 88
9.1. Comprehensive asset management and process safety
9.2. Operational efficiency HAVING A SUSTAINABLE
OUR COMPANY VALUE CHAIN
10
2.1 Grupo Energa de Bogot Profile
ENVIRONMENTALLY RESPONSIBLE page 154 Supply Chain
2.3 TGIs General Information
2.4 TGIs History 13.1. Supply Model
2.5 Industry and Gas Sector Context 13.2. Selection, Monitoring and Comprehensive Assessment
2.6 Our Strategy 6.1. Climate Change Management of Suppliers and Contractors
2.7. Geographic coverage 6.2. Wastes
6.3. Biodiversity QUALITY AND INNOVATION
2.6 Professional Associations and Participation in External initiatives
SERVICES
03 11
2.7 Awards and Recognitions 6.4. Compliance with legal requirements
14
page 220
07
page 162
page 36
page 104
FINANCIAL STRENGTH AND ANNUAL REPORT OF THE CORPORATE GOVERNANCE

RISK MANAGEMENT
ABOUT THIS REPORT
SOCIALLY RESPONSIBLE OF TRANSPORTADORA DE GAS INTERNACIONAL S.A.
ESP FOR THE YEAR 2016
11.1 Economic performance 121
3.1 Report Profile
11.2 Confidence of Shareholders and Investors
3.2 Involvement of Stakeholders
12
7.1. Support to the most vulnerable population in our areas of influence
15
3.3 Material Aspects and Report Coverage 7.2. Risk management and prevention in communities
04
page 246
page 174
08
page 48
page 126
STRONG AND PROFITABLE GROWTH ANNEX

CORPORATE GOVERNANCE, ETHICS Table of GRI Indicators
AND COMPLIANCE WITH THE LAW
TALENTED, MOTIVATED AND
12.1. Business Continuity
RESULT-ORIENTED TEAM
12.2. Increase in Demand
4.1. Corporate Governance
4.2. Ethics and Transparency
4.3. Regulatory Managemen
S U S TA I N A BL E M A N AG E M E N T REPO RT TG I 2 0 1 6 7
1. MESSAGE FROM
TH E P R ESI DENT
Global Compact
GRI Ten years being a part of Gru-

ting toward natural gas as a
102-14 po Energa de Bogot and
remarkably interesting energy
twenty-five years of technical
for mankind, due to its clean
experience represent for us
nature and versatility.
an unquestionable commit-
ment with a cultural change We believe in excellence as a
permeating the fabric of our necessary principle to make a
organization and leading us difference with our operations,
to the front and center of the therefore the participation in
best practices in the industry, initiatives related to social res-
as the right path to sustaina- ponsibility, such as the United
bility and the legacy we are Nations Global Compact, has
called upon to leave. This re- the full support of Corporate
01
quires a thorough review of Governance, because it is wi-
the successes, an evaluation thout a doubt a way to make
of the things we should keep sure we know what needs to
doing and, first and foremost, be refined in our work, using
dedicated work to impro- reference points, observing
ve anything interfering in the what is being done and lear-
accomplishment of what we ning from others.
have called net positive impact
on the environment. We have great challenges, one
of which is listening to and un-
When it comes to sustainabi- derstanding our stakeholders.
Julin Garca Salcedo lity, in TGI we do not just refer A part of the behavior of a
to prevalence in time but also sustainable company lies in its
to the valuable opportunity capacity to establish dialogue,
of managing the most envi- of systematizing conversation
INTRODUCTION ronmentally-friendly of fossil and optimizing its capacity
fuels. It is a privilege to know of response. This makes us a
that global trends are poin- company with a proactive spi-
rit, looking toward the market, As a part of Grupo Energa de

with a capability to propose and
make the most of what a resour-
ce like gas can do for the country.
Bogot, we create synergies and
challenges for ourselves and the
guild alike, transporting not only
During2016
continue our work to
we
When reviewing the lessons lear-

gas but concrete facts in social, lead the market with the
ned after these 10 years, none of
economic and environmental conviction of innovation
them is on the sidelines of sus-
matters. and compliance with our
tainability: the need to make sus- This Sustainable Management stakeholders.
tainable investments, to main- Report has been structured on
tain the highest standards for the basis of our 7 pillars of ex-
making strategic decisions and cellence, which have given firm
to ensure we go beyond what is ground to what was for the Com-
required of us. pany, a transitional year. Our ca-
lling, upon this statement, is not
During 2016 we continue our other than achieving the best
work to lead the market with practices in the sector.
the conviction of innovation and
compliance with our stakehol- The gas sector needs a leader
ders through excellence in our who points a concrete north to
behavior and service. Our res- the market, a leader capable of
ponsibility goes well beyond interpreting the challenges rela-
operating the largest gas pipe- ted to the countrys reserves and
line in Colombia, the experience potential; at TGI we are determi-
of our team is our contribution to ned to fulfill this role.
the energy sector.
Julin Garca Salcedo

President
8
2.1 GRUPO ENERGA DE

BOGOT P R OFI L E
120 years
Grupo Energa de Bogot (GEB), headed by
With over Empresa de Energa de Bogot S.A. ESP, (EEB),
of trajectory, GEB has is a multilatina leading the delivery of services
remarkable knowledge, in the electrical energy and natural gas sectors,
experience and reputation present in Colombia, Per, Guatemala and
Brazil. The Group- based in Bogot, Colombia
- is focused on the growth and development
of big companies in the operating territories,
through a solid and transparent corporate go-
vernance structure, for the benefit of its sha-
reholders. With over 120 years of trajectory,
02
GEB has remarkable knowledge, experience
and reputation which generate added value for
its stakeholders through the sustainable and
profitable management of business, including
the participation in companies of the energy
chain, starting from the generation, transmis-
sion, distribution and marketing of energy, as
well as the transportation and distribution of
natural gas.
OUR COMPANY
During 2016, Grupo Energa de Bogot reformulated its corpora-

te strategy, which meant a new organization of its portfolio and the
companies integrating GEB, under three Strategic Business Groups,
to wit: At the end of 2016, tGrupo Energa de Bogot served more than 6 million
clients through a network of over 12,000 kilometers of power and gas trans-
mission, and a generation capacity of over 14,000 Gigawatts per hour (GWH).
S TRAT EG IC BU SI NESS GROU P S
GAS DISTRIBUTION Energy Transmission GAS DISTRIBUTION IN
2.1
CONSOLIDATED INCOME
1.026 12.5%
PERU
480K
CODENSA
USD
URBAN ENERGY CALIDDA
GAS NATURAL FENOSA
million clients in Colombia
million in 2016
of Colombias transmis-
sion
SOLUTIONS CONTUGAS clients
1.1% 465
EMSA
ENERGY DISTRIBUTION NET UTILITY
3.5 422
of Brazils transmission
COLOMBIA , PER MMPCD2 invoiced
USD
million clients in Colombia million in 2016
20.8%
of Guatemalas transmis-
GAS TRANSPORTATION IN
COLOMBIA
3.957
EMPRESA ENERGA DE BOGOT
sion.
TGI ENERGY GENERATION CONSOLIDATED EBITDA
INTERCONNECTION FOR
23% 855
GEBBRAS
CONTUGAS km of gas pipelines
USD
MARKET TRECSA
730
EEBIS Guatemala of Colombias generation million in 2016
DEVELOPMENT ISA REP 14,975 GWh

ISA Transmantaro
MMPCD of available
COLOMBIA , BRASIL, ARGENTINA, PER transport capacity
GUATEMALA
60%
market participation.
EMGESA
COLOMBIA
LOW EMISSION
GENERATION PRESENCE I N 4
L ATI N AM ERI CAN
BRASIL CO U NTRI ES
PER
COLOMBIA
(1) By income. Expected data from Guatemala 2017:

42.2% (2) Integrated Latin American Market.
Footnote 1: In the title of this chapter named GEBs Corporate Strategy the challenges
and implications of this new navigation chart are explained. The aforementioned chart
involves all the interest groups of the Groups companies.
12
2.2 GRUPO ENERGA DE

The Group contributes to the
BOG OT B U S I NES S development of the countries DISTRIBUTION
it operates in (Colombia, Peru,
Guatemala and Brazil) and TRANSPORTATION / TRANSMISSSION
Grupo Energa de Bogot genera- G UAT EMA LA spearheads projects that impact
tes value for its shareholders and
ELECTRICAL POWER productivity and competitiveness GENERATION
stakeholders through the sustai-
in their territories, in order to effi-
nable and profitable management
ciently and responsibly support
of its businesses, which include
95,3% the growth of energy demand. Its
shareholding participation in com-
transmission strategy is framed around:
panies of the energy chain from the
generation, transportation, distri- SERVICES
bution and marketing of electricity, B RASIL
as well as the transportation and
ELECTRICAL POWER
distribution of natural gas. 95,3%
transmission
STRATEGIC FOCUS ESSENTIAL CAPACITY REGIONAL SCOPE
CO LOM BIA 100%
transmission
ELECTRICAL POWER Gas market marker in Capacity to incorpora-

Energy infrastructure
URBAN around the concept of Colombia, multi-Latin te leading associates in
ENERGY smart citites American transmission each type of low emis-
SOLUTIONS entrepreneurship sion energy to ensure
100% 1,67% 51,5% 2,5% high profitability
transmission transmission distribution and distribution and
commercialization commercialization
Understanding of the di- Interconexin de merca- Regulatory shaping

16,2% 51% 51,5% fferent markets and con- dos entre fuentes ener- and knowledge of
distribution and distribution and distribution and
sumption types. Proacti- gticas y heavy users energy demand
commercialization commercialization commercialization INTERCONNECTION ve regulatory shaping
PER FOR MARKET
DEVELOPMENT
NATURAL GAS ELECTRICAL POWER
Bogota and Lima: Southern part of Colombia and mar-

99.97% 15,6% 25% 40% 40% Latin American ci- Central America kets where opportu-
transportation distribution and distribution and transmission transmission ties with high energy in electrical power nities for the energy
commercialization commercialization
LOW EMISSION consumption transmission; North matrix transition to
GENERATION Pacific axis of South renewable energies
SERVICES NATURAL GAS
America in gas have been identified
100% 100% 100% 60% More information on Grupo Energa de Bogot at:
services services distribution distribution http://www.grupoenergiadebogota.com
14
2.3 TGIS GENERAL

IN FOR M AT I O N
CORPORATE PROFILE
GRI
102-1 Transportadora de Gas Internacional transportation and processing of hydrocar- the production fields to the dispatchers or
S.A. ESP. (TGI S.A. ESP) is the biggest bons, among other activities stipulated in clients through high-pressure gas pipelines
company of its type in Colombia, with the Corporate Bylaws. and related or supplementary activities.
GRI
102-5 over 25 years of experience and an TGIs participation in this chain is accom-
expansion plan aimed at becoming a TGI was created in 2007 as a result of the plished due to its transportation network
Multilatina leader in the transporta- purchase to the nation of every asset and which comprises a system of main gas
tion and processing of hydrocarbons business of ECOGAS by part of Grupo Ener- pipelines connected to regional sections
(Midstream). It has a transportation ga de Bogot. At the same time, ECOGAS - which transport gas to municipalities.
infrastructure comprised of 3,957 Colombian gas company-, a State industrial
km of gas pipelines with 172,000 hp and commercial company dedicated to the Currently, the Company is the largest na-
of compression capacity in Colombia transportation of natural gas, was created tural gas transporter in Colombia, with
and 290 km in Per through Contugas in 1997 when it received from ECOPETROL, 3,957.29 km of gas pipelines, and an avai-
in partnership with GEB. as a product of the split of its capital, every lable capacity of 730 MPCD (million cubic
asset and right in the transportation of na- feet per day), to serve the countrys most
GRI
TGI performs its operations and busi- 102-2 tural gas. populated areas: Bogot, Medelln, Cali, the
ness with a high degree of social and Coffee Belt and the Piedemonte Llanero.
environmental responsibility, applying TGI has its administrative office in Bogot In addition, it performs the operation and
the best industry practices and ma- and it is constituted as a public service com- maintenance of Colombias longest gas pi-
king occupational health and safety pany subject to the regulation, surveillance peline network, from La Guajira up to Valle
a priority. Its team is talented, driven and control of the competent authorities del Cauca and from the Eastern Plains to
and as result-oriented as necessary such as the Energy and Gas Regulatory Cundinamarca, Boyac, Tolima and Huila.
to achieve operations with integrity, Commission (CREG), the Superintendence
reliability and efficiency, and offering of Public Utilities (SSPD) and the Comptro- Additionally, it has a shareholding interest
a high-quality and innovative service. ller of Bogot, D.C. of 32.81% in Contugas, a company with a
The company maintains its financial 30-year concession for the transportation
TGI operates as a mixed company (public and distribution of natural gas in the De-
stability joined by a proper risk ma- and private) in the public service sector.
nagement system, and it has a robust partment of Ica, Per, and the remaining
It was incorporated in 2007 as a limited 67.19% belonging to Empresa Energa de
CURRENTLY, THE COMPANY IS THE and profitable plan for growth. TGI partnership, it is subject to the Colombian
strictly complies with its ethical and Bogot. This shareholding interest repre-
legal regime, it has administrative, capital sents for TGI the responsibility to participa-
LARGEST NATURAL GAS TRANSPOR- corporate governance codes, the law and budgetary autonomy, and it exercises
and honors its commitments. te and lead the continuity of the Contugas
its activities in the realm of private law as a business and this has been accomplished
TER IN COLOMBIA, WITH 3,957.29 KM commercial entrepreneur.
TGIs main corporate purpose consists through the operational support in the pro-
OF GAS PIPELINES. on the planning, organization, design, The main activity of the Company consists cesses included in the value chain.
construction, expansion, enlargement, on the transportation of natural gas from
maintenance, operation and commer-
cial exploitation of systems for the
16
2.4 TGIS
HIS TO RY
CONCEPTION OF A GAS
TRANSPORTATION COMPANY
In 1992, as the conclusion of an industry seminar to review in-

ternational experiences on institutional schemes of the gas CONTRACTING AND
sector, and the Governments purpose being the generalization CONSTRUCTION OF THE GAS
of gas consumption, as defined in CONPES document 2571 of PIPELINE SYSTEM TGI, COMPANY OF GRUPO
1991, the creation of a company dedicated to the transportation
ENERGA DE BOGOT
of natural gas in the interior of the country was conceived. ECOGAS
In compliance with the provisions es-
The aforementioned CONPES document also determined that tablished by the CNE and the CONPES, In 2006, the nation decided to sell ECO-
the construction of the transportation infrastructure was to be between 1993 and 1997 Ecope- Once the whole planned system was contracted, built or in
GAS through auction, after not having
in charge of the private sector, which was not possible without trol developed directly and through process of construction, the National Congress, through Act
reached a price agreement with the so-
the State support. BOMT and similar contracts with the 401 of August 2oth 1997, created ECOGAS - Colombian gas
lidarity sector. This auction was won by
private sector, the construction of the company- as a State industrial and commercial company fo-
In furtherance of the above, the National Energy Commission - Grupo Energa de Bogot in December
gas pipeline system. The Ballena - cused on the business of transporting natural gas.
CNE - (national energy authority at the time, currently CREG) of the same year.
Barranca and Mariquita - Cali gas pi-
specified the gas pipeline system to be built and the institutional This Act provided that every asset and right related to the ac-
pelines were contracted by Ecopetrol The purchase was made as the acqui-
scheme to make its implementation possible, which should be tivity of transportation of natural gas belonging to ECOPE-
under a BOMT with Centragas (Enron sition of every asset and business be-
led by Ecopetrol in association with the private sector, in order to TROL was to be transferred to ECOGAS, as a product of the
affiliate) and Transgas de Occidente longing to ECOGAS, for which it was
later create the company as decided in the seminar. split of its capital. In addition, it determined that the admi-
(consortium between Transcanada necessary to create a new company -
nistrative office of the new company would be in the city of
In order to accelerate this plan, and given that Ecopetrol did and BP), respectively. The same was Transportadora de Gas del Interior -. TGI
Bucaramanga.
not have the resources to implement it, from the CNE plan, the applied for other gas pipelines under was incorporated as a limited partners-
CONPES document 2646 of March 18th 1993, instructed that a firm transport contract, such as the Over the following 10 years, ECOGAS saw the transported hip on February 16th 2007 through pu-
the construction of the gas pipeline system had to be a coordi- section to Medelln with Transmeta- volume increase as the gas penetrated the interiors energy blic deed No. 67 of the 11th Notary Office
nated action between said organization and the private sector, no (company led by EPM) and others market through the construction of distribution networks, of the Bucaramanga Circuit, in accordan-
through contracting under BOMT systems or similar ones, and it built directly by Ecopetrol as new or construction of gas thermal plants, the conversion of indus- ce with Act 142 of 1994 on public servi-
ordered the creation of a company exclusively dedicated to the converted from oil to gas pipeline, trial processes to gas and the introduction of Natural Gas Ve- ce, and later it would change its name to
transportation of natural gas. such as Cusiana - La Belleza. hicle (NGV) to the transportation sector. Transportadora de Gas Internacional.
18
W E BRI N G
25 YEARS
EXPANSION VIA COMPRESSION
CUSIANA EXPANSION
BOND EMISSION
F R OM E X PE R I E N C E SOIO INPUT AND OUTPUT
BOMTs TRANSFER
AN D CO N T I N U O U S IELAH merger
is approved
IMP ROV E M E N T TRANSPORTATION VOLUME Move of administrative
INCREASE DUE TO HQ to Bogota.
GAS PENETRATION
Reaches 350 MPCD Centragas S&O grants
BUILDING OF GAS Transfer investment grades
PIPELINES VIA BOMT
AND DIRECT BOMT transfer and
CVCI
2016
asset Exchange
Capitalization
with Promigas
Nacin sells USD
1.4 billion via Cusiana Phase I 2015
Ecopetrol is assigned auction to Grupo 2014
to Transgas de Energa de Bogot,
Bond emission. 2013
2012
Occidente BOMT to
build and operate
Mariquita Cali Changes name to
2011
2010
pipeline TGI
Sabana Compression
Ecopetrol is assigned
to Centragas BOMT 2009 Station
Merger with
to build and operate
2008 Cusiana Phase II
Cusiana Phase III
2007
Ballena Barranca gas IELAH transfers
pipeline 1997 Emission of bond
Contugas starts
credit to TGI
1995 for USD 760 M

Moodys and Fitch
operations
grant Investment
GEB rebuys CVCI
1994 Ecogas is created as a
State industry and
Transcogas
Merger
Grade
via credit
commerce company; Fitch raises qualification
1993 all Ecopetrol natural gas

assets, contracts and
GEB and TGI
de BBB- A BBB
win bid for

transportation businesses
Contugas, Peru
1992 Ecopetrol begins
are transferred to it.
Sede B/manga
construction of Bogotas SHAREHOLDER STRUCTURE
central gas pipeline and
conversion of gas pipelines
in the middle of the TGI is a part of Grupo Energa de Bogot, one of the most important
Magdalena business groups in the country, led by Empresa de Energa de Bogot,
Infrastructure a company quoted in the Colombian Stock Exchange.
Development Plan
for mass distribution Shareholder Share %
of natural gas.
National Energy Empresa de Energa de Bogot S.A. ESP 99
Commission (current
CREG)
Other shareholders 0.03
20
2.5 INDUSTRY AND GAS

Fuente: BP Statistical Review of Word Energy, 2016.
S EC TO R CO N TE X T
133,2
Around the world, natural WORLDWIDE RES E RVES
gas is considered the transi-
tional energy between fossil 7000 12%
fuels and renewable ener- 33,2
gies given that it is the most 6000 10% 16,9
environmentally-friendly 5000 8% 26,6 31,1 10,5

19,8
option with a competitive 74,5 22,2
13,1
price. This situation, joined to 4000 6%
10,8 27,9
7,2
11,4
7,2
25,7
TPC
13,1 29,6
the new transportation pos- 3000 4% 14,1
3,8
8,3
7,6 36,2
sibilities with regassing and 29,9
19,8 8,7
liquefaction technologies, 2000 2%
9,4
has generated a substantial 1000 0%
14,9
increase in its exploitation RES E RVAS MUNDIALES
2,4
and consumption. 0 -2% 10,5 6,4
1979
1981
1983
1985
1987
1989
1991
1993
1995
1997
1999
2001
2003
2005
2007
2009
2011
2013
2015
10,8
The Middle East and Eurasia Norte Amrica Sur y Centro Amrica Europa y Euroasia 2,7
6,4
are the regions with the main Medio Oriente rica Asia y Pacfico 5,4
natural gas reserves and Tasa Crecimiento Lineal (Tasa Crecimiento)
their energy balance allows Fuente: BP: Statistical Review of World Energy 2016. Clculos UPME
them to be in surplus, there- The above leads to the US
fore they focus on exports WORLDWIDE P RODUC TION conclusion that the gas Canada
through gas pipelines or the pipeline trade occurs Mexico

marketing of Liquefied Natu- 350 between Europe and Asia
10% S. & Cent. America
ral Gas. Additionally, North and that with regard to
America is becoming a net
300
8% Liquefied Natural Gas Europe & Eurasia
gas exporter, and even South 250 (LNG), the main transac- Middle East
6% Pipeline gas
America and the Caribbean tions take place in Europe Africa
LNG
are offering LNG as are Trini-
200 4% and Japan. Asia Pacific
dad and Per. 150 2%
In Colombia, Natural gas has a 25% share of the national energy matrix, mainly being used at a domestic,
GPCD
100 0%
Regarding production, the
commercial and industrial level. Proven reserves have decreased since 2013 in spite of the new discover-
regions with the highest 50 -2%
ies under the different policies implemented by the National Government to encourage its exploitation.
indicators are North Ameri-
0 4% This situation and the behavior of some sectors simplified the decision to incorporate Colombia to the
ca, Europe and Eurasia, with
1980
1982
1984
1986
1988
1980
1992
1994
1996
1998
1990
2002
2004
2006
2008
2000
2012
2014
global market of Liquefied Natural Gas, with a regassing plant in the Caribbean and a future one in the
an important increase in Asia
Pacific, as the infrastructure that will provide energy security to the country.
Pacific and the Middle East. Norte Amrica Sur y Centro Amrica Europa y Euroasia
The following charts display Medio Oriente frica Asia y Pacfico
Tasa Crecimiento mundial Logartmica (Tasa de crecimiento mundial) In addition, efforts are being made in offshore exploration, which have started to give positive indications
the indicators for reserves
Fuente: BP: Statistical Review of World Energy 2016. Clculos UPME in wells such as Orca and Kronos, among others, which will be useful to cover the decline of the main
and production:
Colombian fields: La Guajira and Cusiana - Cupiagua.
22
25
11
S U S TA I N A BL E M A N AG E M E N T REPO RT TG I 2 0 1 6
PROJECTION OF RESERVES STATEMENT OF NATIONAL PRODUCTION
7 18 1800
Histrico Proyeccin
16 1600
6
14 1400
5
12 1200
4 10 1000
GBTUD
tpc
800
3 8
600
6
2 400
4
200
1
2 RESERVAS MUN DI ALES
0
jul-16
jul-17
jul-18
jul-19
jul-20
jul-21
jul-22
jul-23
jul-24
jul-25
ene-16
ene-17
ene-18
ene-19
ene-20
ene-21
ene-22
ene-23
ene-24
ene-25
0 0
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Llanos orientales Valle inferior Magdalena Valle Superior

Reservas Pobladas Reservas Probables La Guajira Valle Medio Magdalena Catatumbo
Reservas Posibles Reservas / Produccin (R/P) Cordillera Oriental Importaciones desde Venezuela Importaciones Mamonal
Fuente: ANH, clculos. UPME Fuente: Ministerio de Minas y Energia. Clculos UPME.
Considering TGIs supplies, the National Government and other industry sectors identified the necessary
projects for the procurement and reliability of the System, which are key to guarantee the supply and
reliability of the Companys network users. Said projects are the following:
CAUSE FOR DESCRIPTION OF CURRENT PRICES

COMMISSIONING STATUS
CAUSE FOR DESCRIPTION OF CURRENT PRICES THE WORK THE WORK (millions of dollars).
COMMISSIONING STATUS
THE WORK THE WORK (millions of dollars).
Supply and 2020 Barranquilla-Ballena

Regassing plant in the Pacific, Approved Res. bi-directionality Idem
2021 400.0 reliability
400 MPCD, and 170,000 40006 Jan. 2017
m3 of LNG.
Supply and reliability 2020 Barranca-Ballena
Buenaventura-Yumbo gas Idem
reliability 2021 161.3 Idem bi-directionality
pipeline, 30,102 km.
2021 Yumbo-Mariquita 141.4 Idem Supply 2018 Cusiana-La Belleza Under construction
bi-directionality
expansion
Supply Mariquita-Gualanday 44.3

2020
loop, 10 Supply 2018 Cusiana-Apiay gas Under construction
pipeline
Supply 2018 Jobo-Cartagena gas pipeline, Under construction
20 loop, Jobo -Las Majaguas 2020 Medelln Sebastopol
Supply Under construction
compressors
2018 Cartagena-Barranquita Under construction
Supply
bi-directionality
Supply 2020 Cerrito-Popayan idem
Idem
compressors
Fuente: UPME
24
2.6 OUR
STRATEGY GRI
102-16
In 2016, TGI developed the definition of a new strategy from the gui- STRATEGY
delines established by Grupo Energa de Bogot in its new approach,
which included the following proposals: TGIs value and growth genera-
tion strategy is based upon the
following four elements:
1. Market orientation which con-
BUSINESS VISION tributes to the increase of natural
gas consumption, directly rela-
TGI creates and supplies solu- TGI is expanding its performance ted to important users and pro-
tions of intermediate activities domain, from the largest natural ducers with market developers
for the hydrocarbon indus- gas transportation company in (distribution companies).
try (Midstream) to big users, Colombia to a Multilatina com- 2. Providing solutions for the CORPORATE VALUES
producers and developers of pany leader in the intermedia- transportation of natural gas to
energy markets, connecting te activities and infrastructure urban areas, large energy-con- ODS 16 (16.6;16.7)
sources with consumption of the hydrocarbon industry suming power-generating and
centers through long-term (Midstream) in 2017; recognized Global Compact - Anticorruption
hydrocarbon producing indus-
relationships and capital-infor its good practices, indepen- tries.
tensive businesses. dence, capacity to provide effi-
cient and sustainable solutions, 3. Contribution of midstream so- Integrity: We act firmly, honestly, and
and its corporate responsibility. lutions to hydrocarbon producers consistently.
to make their production marke-
table (transportation and proces- Respect: We interact by recognizing
sing). collective interests, individual diversity,
4. Development and operation sustainability of natural resources and
of energy infrastructure shared institutional.
with independence, efficiency,
reliability and sustainability. Transparency: We carry out our mana-
gement objectively, clearly and verifia-
The Company has a portfolio of bly.
growth projects being imple-
mented and others being deve- Equality: We proceed with justice,
loped. equality and impartiality, seeking a po-
sitive and inclusive social impact.
26
2.7. GEOGRAPHIC COVERAGE

GAS P I P ELI N ES NE T W O RK The TGI gas pipeline network extends from the countrys northeast to GAS COMPRESSION
the south and southeast regions. The most significant points for natu- SYSTEM
ral gas production are located in the Ballena and Chuchupa fields at the
GRI Along the TGI gas pipeline sys-
102-7 northeast of Colombia and, to the east of Bogot, in the Cusiana and Cu-
Headquartered in Bo- tem, the stations compress once
piagua fields.
got D.C., TGI S.A. ESP again the transported natural
delivers a natural gas GRI The gas pipelines are connected to regional sections transporting gas to
102-3 Cartagena Compression Stations gas in order to restore pressure
transportation service in Cartagena Projected Compression municipalities. The gas reaches residential areas, industries, businesses to the optimal operational value,
Stations
Colombia through a sys- and other users either through the domestic distribution networks or in which ensures a maximum usa-
tem comprised of eight GRI Main Cities
a direct manner, through connections to the transportation system of
102-4 Andean Mountain Range ge of the pipeline capacity and
main gas pipelines, co- TGIs own network or the one contracted with the private sector. an effective delivery.
Gas Fields
vering almost 4,000 km.
Refineries The TGI network includes underground steel and large diameter gas pipe- The compression stations are
Dehydration Plant lines through which natural gas is transported with a pressure between duly located in strategic points
500 and 1,400 pounds per square inch (psi), distributed as follows: along the entire network de-
Barrancabermeja
Bucaramanga
pending on the technical cha-
Medelln
racteristics of the pipelines and
the pressure required to make
an effective delivery of gas.
Bogot 6 natural gas pipelines with a total length of 3,047 km,
Armenia Cusiana
owned by TGI and also operated by the Company.
1 natural gas pipeline with a length of 150 km, owned by
Cali
Neiva TGI and operated by a third party (Gas Natural S.A. ESP).
1 natural gas pipeline with a length of 760 km, owned
by Transgas de Occidente and operated and maintained
by the same Company. This contract under the BOMT
mode refers to contracts to build, operate, maintain and
Lenght (km) Diameter (In) Capacity (MPCD) transfer, and the total capacity is available for TGI exclu-
BALLENA -BARRANCABERMEJA 772 18 260 sively for marketing. The BOMT contract expires in Au-
gust 2017 and TGI will purchase the assets for a margi-
CENTRO ORIENTE 1.200 22 / 20 / 14 / 12 / 6 230 / 209 / 195 / 15
nal amount.
MARQUITA - CALI (BOMT) 760 20 / 8 / 6 / 4 170
LA SABANA 150 20 / 14 / 10 / 6 / 4 / 2 140
BOYAC SANTANDER 310 10 / 8 / 6 / 4 / 2 64
CUSIANA - LA BELLEZA 410 20 / 6 / 4 / 2 392 For further information, see: http://www.tgi.com.co

MORICHAL - YOPAL 13 4 5
CUSIANA - APIAY - USME 410 12 / 10 / 6 30 / 7
TOTAL 4000 370
28
Station No. of Units HP SECTORS

COVERED DISTRIBUTION: the companies in this sector provide distribution services to the cities
A. Hato nuevo 5 13,775 located in the area of influence of the gas pipelines managed by TGI and supply gas to
A
B
Compression Stations
B. La Jagua del Pilar 4 14,200
the following markets:
Projected Compression
C Stations
Main Cities C. Casacar 7 11,760 COGENERATION: natural gas consumption for sequential production of thermal and
D
Andean Mountain Range electrical energy, linked to an industrial, commercial or service process.
E D. Curuman 4 14,200
F
REGULATED: it represents a consumption of up to 100 Kpcd (one thousand standard
E. Norean 5 15,545
cubic feet per day) of natural gas. A regulated user is a minor consumer.
Barrancabermeja G F. San Alberto 4 14,200
Medelln H Bucaramanga
NON-REGULATED: it represents natural gas consumption over 100 Kpcd. A non-re-
I G. Barrancabermeja 7 10,560 gulated user is a major consumer.
N
J
THERMAL: the companies in this sector use natural gas for the generation of electricity
K H. Vasconia 4 10,920
M
Bogot
I. Puente Guillermo 7 16,590 and are located in the area of influence of the gas pipelines managed by TGI.
Armenia Cusiana
L
J. Miraflores 5 17,320 INDUSTRIAL: this sector uses natural gas as a primary fuel for its production and/or
Cali
Neiva power generation process.
K. Padua 5 8,400
1,237
OIL: it covers the gas needs in refineries, gas for steam generation in upgraded recovery
L. Apiay 3
operations and gas for thermal generation in oil operations.
M. Mariquita 2 1,600
MARKETING: companies participating in purchase and sale activities of natural gas for
21,456
13 compression stations with a total of 61 compression
N. La Sabana 2 final users or wholesale.
units and a combined total power of 170,822 hp. TOTAL 60 171,763
NGV: natural gas for vehicle usage.
1 compression station (Apiay), with 3 natural gas compres-
sion units and a combined capacity of 2,475 hp. Fifty-per-
cent (50%) of the station is owned by TGI and it is operated
by Ecopetrol, owner of the remaining 50%. REGULATED SERVICES
Natural gas transportation
Measurement verification services
CLIENTS AND SERVICE PORTFOLIO 99% Construction, expansion, operation and maintenance
Inlet and/or outlet
GRI Short-term transportation service

As of December 31st 2016, TGI SERVICE
served a total of 41 dispatchers 102-7 10%
PORTFOLIO:
(clients) which are linked to the NON-REGULATED SERVICES
industrial, thermoelectric, distri-
15% Residential / Domiciliary
Balance accounts adjustment mechanisms
bution, oil, marketing and auto-
56%
Trading
1%
motive sector. TGIs contractual 7% Thermal Natural gas transportation out of RUT specifications
structure is backed up by 100% Trading Dehydration
of firm contracts with an average 12%
GNV Interruptible parking
duration of 8.6 years.
Infrastructure / land lease
For further information, visit: http://www.tgi.com.co
30
2.6 PROFESSIONAL ASSOCIATIONS AND PARTICIPATION 2.7 AWARDS AND

IN E X T ER N A L INIT IAT IVES R ECO GNI TI ONS
PROFESSIONAL GRI
ASSOCIATIONS: 102-13
TGI participates in Andesco

and Naturgas, organizations Ministry of Energy and Mines.
in which gas policies and regu- Energy and Gas Regulatory Commission (CREG). In 2016, TGI maintained the degree of
lations are discussed through investment granted by the worlds three
the interaction between the National Planning Department (DNP).
most important risk qualifying agencies:
main companies in the sec- Mining and Energy Planning Unit (UPME). Fitch Ratings, Moodys and Standard &
tor. Additionally, the Company Poors, ratifying its qualifications in de-
Superintendence of Public Utilities (SSPD).
maintains a permanent dialo- gree of investment with a stable pers-
gue with the following govern- National Hydrocarbon Agency (ANH). pective (BBB, Baa3 and BBB- respecti-
mental entities: Natural Gas Market Manager (BMEC). vely).
And it also participates in sectoral fora such as the Colom-
bian Energy Conference ENERCOL and the ACIEM Pipeline Transportadora de Gas Internacional
Seminars, among others. S.A. ESP maintained the certification
from the Integrated Management Sys-
tem under international standards ISO
9001 Quality Management System,
INITIATIVES IN THE SOCIAL, ECONOMIC AND ISO 14001 Environmental Management
ENVIRONMENTAL AREAS System, OHSA 18001 Safety and Heal-
th at Work Management System and
GRI ISO 50001:2011.
102-12 TGI is a part of the United Nations Global Compact Network. In addition,
it is integrated to the measurement led by for Colombia and is included in
the Dow Jones Sustainability Index (through Empresa Energa de Bogot).
32
TGI 10 YEARS
4000 KM OF GAS PIPELINES 2016
ODS: 5 - 7 - 8 12- 13 - 15 - 16
GLOBAL PACT: ANTICORRUPTION HUMAN RIGHTS LABOUR STANDARDS ENVIRONMENT
GOOD GOVERNANCE, ETHICS A STAFF WITH TALENT, OPERATIONS WITH ENSURING A SUSTAINABLE
AND COMPLIANCE WITH MOTIVATION AND INTEGRITY, RELIABILITY VALUE CHAIN
THE LAW RESULT-ORIENTED AND EFFICIENCY
COP 185 billion paid to suppliers and
Measure with new methodology for contractors.
Transparency by Colombia - TGI presents its 355 collaborators. COP 101.371 million invested in integral
New Supply Management Model:
qualifications with a moderate risk level: 2.312 hours of training on leadership. and reliable operations.
Continuity in the Great Place to Work measure. Efficient use of resources = Savings by the - Strategic vision to improve supply processes
- Clear Rules: 75.4 Improvements in the organizational structure = order of COP 1.816 million in materials (time and resources).
- Openness: 80.3 supports the economic growth and balance management. - New commercial instruments.
strategy. Effective and sustainable facing illegal
- Control: 75.8 -7 price agreements.
connection in the Yond area.
15 Committees established within the Incursion in Mindstream services delivery - 4 joint processes of Grupo En erga de
organization, including the Projects Commit- with the Start-up on Operations of the Bogot.
tee, which guarantees the compliance with Dehydration Plant Ballena. - 15 prequalifications to ensure the
positive impacts in environmental, social and SOCIALLY RESPONSIBLE sustainability of service delivery by the
Infrastructure Reliability Indicator: 99.89.
economic topics.
100% supply capacity during the El Nio supplier.
0 non-compliances of applicable regulations COP 2.387 million on social investment.
and legislation on service delivery. Phenomenon.
14 agreements = Work Inclusion
Entrepreneurship.
Risk Management = 0 accidents in commu-
PRIORITIZING SAFETY AND nities. STRONG AND PROFITABLE
HEALTH IN THE WORKPLACE 3.960 people received positive impact. GROWTH
0 fatalities of direct TGI workers, and 8 Growth and expansion = Greater capacity
reported contractor accidents: to transport gas + Infrastructural improve-
ments
- 5 in operational activities and 3 at the QUALITY AND INNOVATIVE
administrative HQ = loss of 20 days, 50 less SERVICE -2 enhanced gas compression stations.
than in 2015. -87 km in loops.
-4 expanded compression stations.
- Over 500 hours of specialized training in 8.1 n customer satisfaction.
-2 enhanced gas stations.
critical activities for operation. 100% compliance with improvement -4 branches in the replacement stage.
plan.
RESPONSIBLE TOWARDS
FINANCIAL STRENGTH AND
THE ENVIRONMENT
RISK MANAGEMENT
COP 3.2 billion: climate change, water,
USD 355 Million EBITDA.
residues, legal compliance = Positive net
impact. USD 67.4 million increase in utilities.
On 2016, the investment qualification given by the
42 Greenhouse Effect Gases (Scope 1) for less three risk qualification firms remained the same.
combustible gas from the North regions Moodys: Baa
compression units.
S&P Global Ratings: BBB Fitch Ratings: BBB
34
3.1 REPORT
P R OFI L E
REPORTING PERIOD porate strategy to be implemented

GRI starting in 2017 and will be oriented
102-50 toward the reinforcement of Grupo
The information included in this re-
port covers the Companys mana- Energa de Bogot through the provi-
gement from January 1st until De- sion of solutions consisting of inter-
cember 31st 2016, understanding mediate activities in the hydrocarbon
that the Companys operations are industry.
performed in Colombia. During 2016, the benchmark for the
management of the organization
DATE OF THE LATEST REPORT consisted on the seven pillars of ex-
GRI cellence:
102-51 The latest sustainability report was
presented to address the Companys
management in 2015 and it was pu- 7 PILLARS
blished for its stakeholders in the FOR
website www.tgi.com.co during the EXCELLENCY
first trimester of 2016 a and second High-End Performance
revised version was published in the Industry Best Practices
second semester of 2016.
Priority on work security and safety
03
ERIODICITY OF THE REPORT
Environment and social responsibility
TGI is committed to its stakeholders
GRI and especially to the Assembly of
102-52 Staff with talent, motivation and result-oriented
Shareholders and the Board of Di-
rectors, with regard to the dissemi-
Operations with integrity, reliability and efficacy
nation of its sustainable manage-
ment report with annual periodicity.
102-46 Quality and innovative service
GRI In this opportunity the 2016 Sus-

102-46 tainable Management Report was
Financial strength and risk management
prepared taking into account the
organizational changes in a transi-
tional period, in which the new Pre-
ABOUT THIS REPORT
Robust and profitable growth
sident and the group of managers
have worked to redefine the cor- Rigorously comply with: Codes of ethics and
good governance, the Law and our commitments.
These pillars were incorporated website). The external verifica- 3.2 INVOLVEMENT
to each of the Companys areas tion was performed by the firm
on the understanding that each KPMG Advisory Services SAS.
GRI OF STAKEH OL DER S
of them requires the support and 102-48/
participation of people, processes The preparation of this report did 102-49
and results. This report presents not give room to restatements or
the achievements and progress changes in the way of reporting.
made in each of the pillars and
transversal axes, which will allow
TGI to include the best industry GRI
practices within a short term. 102-53
CONTACT REGARDING
THE REPORT
CAROLINA BONILLA PORTILLA

Sustainable Development
Management
Carolina.bonilla@tgi.com.co GRI
102-54
This is the seventh Sustaina-
ble Management Report of the 102-42
Company and the first prepared
102- 44
according to the recent Global
Report Initiative (GRI) Standard,
under the option of essential
conformity.
GRI In 2013, TGI carried out its first dialogue process with the stakeholders through external con-
102-56 sulting, which applied the methodology exposed in the Guidelines for Liaisons with Stakehol-
In addition, it is aligned to the
ders of AA1000 proposed by Accountability and UNEP. The result of this exercise was the input
commitment established with
for the determination of the material aspects reported on by the sustainable management
the United Nations Global Com-
since 2014.
pact and assuming the good
practices of sustainability and
Between 2014 and 2015, TGI carried out once again the dialogue process with its stakeholders
transparency. During 2016, the
using the same methodology, in order to ensure representativeness and the quality of the
practice of external verification
sample. The participants assessed the priority of the issues and organized them according to
of the Sustainable Management
the position they should have in the Companys global responsibility agenda. The results were
Report will continue through li-
presented in the 2015 Sustainable Management Report.
mited and independent assu-
rance, in application of the ISAE
3000 Standard (published in
38
En TGI el proceso de dilogo con grupos de inters se complementa a

RESULTS OF DIRECT DIALOGUE WITH Primary issues travs de estrategias de relacionamiento y sus respectivos mecanismos a
CLIENTS, EMPLOYEES, SUPPLIERS, HIGH-END PERFORMANCE
Sustainable management of travs de los cuales se reciben todas sus expectativas y necesidades:
COMMUNITY AND ENVIRONMENTAL the operation BEST PRACTICES OF THE INDUSTRY
AUTHORITIES.
ESTRATEGIA DE
Human capital management GRUP O DE INTERS PERIODICIDAD
RELACIONAMIENTO RELATIONS
Ethics, transparency and STRATEGY PERIODICITY
competence PILAR MATERIAL
Inversionistas Oficina de relaciones con el inversionista.
AFFAIRS Permanente,
Visits cuando se
As required
Climate change, emissions Follow-up
Inspection requiera.
and biodiversity Financial Strength and Risk Corporate Governance
Financial management Management Pgina web Cuando se presenten

Comunicaciones As required
REGULATION AND notificaciones
escritas y cambios
Sustainable Operation SERVICE BODIES
Social management and Management
Informes de gestin. Trimestrales
human rights Robust and Profitable Growth
Client management De acuerdo con
Roadshows programacin
Corporate governance
Proceso dilogo grupos de inters Cada 2 aos
STA KEHOLDERS ASUNTO PRIORITARIO RELATIONS
Comunicaciones escritas Cada vez que se requiera
STRATEGY PERIODICITY
Clientes Externos
PILAR
Clients Sustainable management of the operation MATERIAL
AFFAIRSPgina web Cuando
Investor se presenten
Relations Permanent, as
Human capital management notificaciones y cambios
Office required.
Financial Strength and Risk
Suppliers Ethics, transparency and competence Management Encuestas de satisfaccin del cliente
Ethics, transparency Anual Upon notifications
Web site and changes
and competition INVESTORS
Sustainable management of the operation Talleres Acadmicos De acuerdo con
Human Capital
programacin
Management Reports Quarterly
Financial management Robust and Profitable Growth Management
Comits de transporte de gas Mnimo una vez alAsao
Roadshows. per the
programming
Communities Sustainable management of the operation Proceso dilogo grupos de inters Cada 2 aos
Dialogue with
Every 2 years
Social management Interest Groups
Human rights Intranet Permanente

Empleados
RELATIONS
Environmental Biodiversity PILAR Canal institucional Entrate PermanentePERIODICITY
STRATEGY
authorities
MATERIAL
Climate change and emissions AFFAIRS Written
Communications
As required
Boletn electrnico Mensual
GRI Quality and Innovative
102-4 In TGI, the dialogue process with Client management
stakeholders is com- Service Sustainable web site
Upon notifications
and changes
plemented through liaison strategies and their respec- Operation
Reuniones Corporativas De acuerdo con
Investors
GRI representative Ethics, transparency and competence Management EXTERNAL CLIENTS programacin
tive mechanisms by way of which their expectations Operations with Integrity,
102-43 and needs are received: Human capital management Reliability and Efficiency
Grupos
Human Capital primarios
Customer satisfaction
Cada Annua
Polls vez que se requiera
Management
Academic As per the
Employees Sustainable management of the operation Canal tico Cada vez que se requiera
Workshops programming
Corporate management Gas transportation

committees
At least once
a year
Proceso dialogo grupos de inters Cada 2 aos
Human capital management Rigorously comply with: Dialogue with
Interest Groups Every 2 years
Codes of Ethics and Good Governance, the
Law and our commitments
40
LIAISON
PILAR MATERIAL
AFFAIRS Intranet Permanent
Entrate institutional Permanent
channel
Talented motivation, driven
and result-oriented team Sustainable Electronic Monthly
bulletin
management of the EMPLOYEES
operation Corporate According to
meetings schedule
Priority in occupational Corporate
management Primary
health and safety groups When required
Human capital
management Ethical channel When required
Stakeholders Every 2 years

dialogue
process
LIAISON
PILAR MATERIAL
AFFAIRS Follow-up and When required

inspection visits
Environmental Climate change and 3.3 MATERIAL ASPECTS AND

emissions ENVIRONMENTAL
responsibility
Client management
AUTHORITIES
R EPORT COV ERAGE
GRI Since 2014, TGI has worked on the thorough analysis of its materiality in
103-3 order to permanently adjust the relevance of its response to economic, so-
LIAISON cial and environmental impact. This has become an essential input for this
STRATEGY PERIODICITY Sustainable Management Report, joined to the addition of external and in-
PILAR MATERIAL ternal sources, among which are the following:
AFFAIRS Written
communications
When required
Priority in occupational Supplier register Starting every

health and safety Ethics, transparen- contract
GRI
cy and competence
SUPPLIERS Website In case of notifications
and changes.
INTERNAL SOURCES EXTERNAL SOURCES 102-47
Sustainable
Operations with integrity,
reliability and efficiency
management of the Upon opening of
contractual processes
ANALYZED ANALYZED
operation
Financial manage- A. Pillars of Excellence as defined A. Results of dialogues with stake- Once this analysis was
Stakeholders
ment dialogue process
Every 2 years
by the High Management. holders in 2013 and 2015 (carried performed, a list of is-
out by KPMG). sues prioritized accor-
B. TGI S.A ESP 2014-2015 Sustai- B. GRI directives and sectoral com- ding to their frequency
LIAISON nable Management Report. plement for Oil & Gas. of appearance in the
PILAR MATERIAL
C. Interviews to the Companys C. Dow Jones Sustainability Index sources was obtained.
AFFAIRS Disclosure meetings When required
Managements. (applied by EEB as Grupo Energa de This order was valida-
Bogot, including TGI information). ted with the manage-
Talented motivation, driven Interaction with
and result-oriented team social managers
When required D. Grupo Energa de Bogots Cor- A. External referencing to profes- ment team to produce
Sustainable
management of the COMMUNITY
porate Sustainability Policy. sional associations, official entities the final list of material
Communicative pieces When required
operation
and companies of the sector. issues.
Priority in occupational Social management E. Grupo Energa de Bogots Cor-
health and safety porate Sustainability Guidelines.
Human rights
42
Priority in occupational Environmental Social Talented, driven and High-quality and i Operations with integrity, Financial stability and Robust and profitable Compliance with ethics and
Pillars of health and safety responsibility responsibility result-oriented team nnovative service reliability and efficiency risk management growth corporate governance codes,
and the law
Excellence
Seguridad y Salud Integrated environ- Support to vulnera- Management, Client satisfaction ntegrated management Economic performance. Increase of demand. Cost-effective supply.
Ocupacional. mental management. preservation and of assets and process Confidence of share- Continuity of business. Monitoring selection,
ble populations. development of
Eco-efficiency. safety. holders and investors. thorough assessment
Material aspects
Community risk human talent

Climate change Operational efficiency. of suppliers.
2014-2015
management and
(emissions and leaks). prevention
Waste.
Biodiversity.
Relations with
environmental
authorities.
Ethics, transparency
No relevant issues Climate change and Social management Human capital Client management Sustainable manage- Financial management
management and competence.
identified emissions and ment of the operation
Corporate governance.
biodiversity
Dialogues 2015
Primary issues
maintained within the It will be considered a

Established as one Water and waste will Material aspects are The material aspect The material aspect The material aspects Material aspects are It will be presented as
High Management material aspect taking
of the primary not be considered a given continuity is reoriented taking is reoriented taking defined in the maintained within the a material aspect
general guidelines for into account sustain-
issues by the material aspect, within general into account the into account that the sustainability report High Management according to the High
financial stability and ability methodologies.
Companys High taking into account guidelines from the High Management client satisfaction are given more guidelines for a Management
Comments to
Management that water use and guidelines, seeking results are the importance risk management. robust and profitable guidelines and the
materiality
High Management
consumption is not of the competent and consequence of Regarding confidence growth. dialogue results.
to be environmen-
significant environ- motivated staffs delivering a of shareholders and The continuity of
tally responsible.
mental impact for the contribution for the high-quality service, investors, it will not business is separated
Company, and achievement of the as defined by the be developed as a from the economic
regarding waste there Companys High Management. material aspect in the performance as
are established objectives. report, given that it is presented in previous
operational controls the result of the sustainable manage-
in construction Companys management reports
activities. ment as a whole. (2014-2015).
Material aspects are

given continuity
within general
guidelines from the
High Management to
be environmentally
responsible.
44
COVERAGE OF EACH MATERIAL ASPECT WITHIN THE ORGANIZATION
MATERIAL ASPECT INTERNAL EXTERNAL

GRI
102-40
Work health and safety Employees Contractors
Integrated environmental
management
Eco-efficiency
Climate change
Communities
(emissions and leaks) Environmental authorities
Waste
Biodiversity
Relationship with
environmental authorities
Support to vulnerable
population
Communities
Community risk management
and prevention
Human talent management,

preservation and Employees
103-1 development
According to results, materiality is presented within the 7 pillars of
excellence defined by the Presidency and the management team as Client satisfaction
material aspects, and which will include two cross-subjects: Integrated management of Clients
assets and process safety
Ethics and corporate governance, the law and our commitments (in-
cluded in the 7-milestone model).
Operational efficiency Clients
Board of Directors
Sustainable value chain taking into account the sustainability ben-
chmarks toward which the Companys corporate policies are oriented.
Economic performance Shareholders
Employees Investors
The table above is a reference of the material aspects which will be Shareholders and Financial entities
given continuity. investors confidence Suppliers
Control entities
Demand increase Shareholders

Continuity of business Investors
Clients
Cost-effective supply
Monitoring selection, Suppliers
thorough evaluation of Control entities
suppliers
46
4.1. CORPORATE
GOV ERN A N C E
MANAGEMENT APPROACH
In addition to the relevance of Corporate Governance for sustainabili-

ty and value generation in TGI, the Company is convinced that it is also e. Assignment of user name
a way to convey trust to the shareholders and investors, to the extent and password to the mem-
that it gives them safety regarding the implementation of an adequa- bers of the Board of Direc-
te structure for the decision-making process while reducing the risk tors for the consultation of
of financial crisis, generating value in every area where it operates minutes and presentations
and contributing to the growth and expansion of the organization by from the formal meetings
securing better financing conditions in the market. of this body, corporate
bylaws and other reference
documents.
During 2016, the following milestones were achieved in this matter: f. Strictness in the prepara-
tion and delivery in advance to
A. Implementation of the provisions established in the Code of the members of the Board of
Commerce and Act 222 of 1995. Directors of the issues to be
B. Implementation of the practices indicated for TGI in Circular Le- addressed and follow-up of a
standard agenda, as well as in
04
tter 28 of 2014 from the Financial Superintendence, in accordance
with the Grupo Energa de Bogot guidelines. the completion of every ses-
sion scheduled for the year.
C. Establishment of the Corporate Bylaws (see here) and the Cor-
porate Governance Code (see here), as guarantors for structuring,
defining and compiling the ethical, political principles, business va-
lues, standards and guidelines directing every action performed by
the Company. The Code establishes the Companys information
and structure, the guidelines related to the management bodies TGI has different information
(General Assembly of Shareholders), administrative bodies (Board mechanisms to meet the re-
of Directors), administration, remuneration criteria, external con- quirements of its 11 share-
trol, shareholders rights and duties, among others. holders, who may submit their
PQRS through the Companys
D. In TGI, the Corporate Governance was re-institutionalized throu-
website, via email to the Mana-
gh the modification of the Corporate Bylaws, the appointment of
gement of Corporate Affairs or
CORPORATE GOVERNANCE, the members of the General Assembly of Shareholders and Board
of Directors Committees with their respective regulations, as well through the Companys direct
ETHICS AND COMPLIANCE as the creation of TGIs Management of Corporate Affairs including channels such as the official
mail for notices and the corres-
a 3-person team heading this department.
WITH THE LAW pondence window.
1. GENERAL ASSEMBLY OF SHAREHOLDERS, INTEGRATED BY:
GRI 1.1. Empresa Energa de Bogot S.A. ESP

102-18 1.2. Minority shareholders
2. BOARD OF DIRECTORS
2.1. Main members: Gloria Astrid lvarez Hernndez, Moiss Len Ru-
bistain Lener, Ral Jos Buitrago Arias, Oscar Edmundo Das Molina,
Hctor Felipe ngel Carvajal, Jos Fernando Montoya Carrillo, Jaime
Alfonso Orjuela Vlez.
2.2. Alternate members: Diana Margarita Vivas Munar, Barn Lanche-
ros Francisco Javier, Juan Daniel vila Gmez, Martha Nohora Riao
Reyes, Mauro Hernn Meja Trillos, Camila Merizalde Arico, Leonardo
Garnica Eljaiek.
3. COMMITTEES:
3.1. Statutory
3.1.1. Auditing Committee: it has the purpose of attending the
Board of Directors meetings in its capacity of supervisor through
the evaluation of accounting procedures, dealings with the statu-
tory auditor and, in general, the revision of the Companys control
structure, including the risk management system implemented by
the Company.
3.2. Created by the Board of Directors
3.2.1. Operational and Investment Committee
GOVERNANCE
3.2.2. Compensation Committee
BODIES 3.2.3. Corporate Governance Committee
4. PRESIDENT: JULIN GARCA SALCEDO
4.1. First Alternate of the President: Yolanda Gmez Restrepo
4.2. Second Alternate of the President: Leonel Mauricio Vara Maldo-
nado
5. VICE-PRESIDENT OF LEGAL AND GOVERNANCE AFFAIRS: Carlos Ma-
nilla McCormick
6. STATUTORY AUDITOR: Deloitte & Touche Ltda.
50
COMITS CREADOS POR JUNTA DIRECTIVA:
BOARD OF DIRECTORS OPERATIONAL AND INVESTMENT COMMITTEE: its purpose

consists on the follow-up and analysis of every issue related to the business planning,
the operation of infrastructure and the Companys investments, businesses, commer-
cial and regulatory affairs. The above in order to make recommendations to the Board
of Directors on these matters, as well as to offer its support thereto in the exercise of its
decision-making functions linked to the jurisdiction of the Committee, in accordance with
the Committees regulations.
BOARD OF DIRECTORS COMPENSATION COMMITTEE: its purpose consists on ensu-

ring that TGIs human management is framed within the corporate guidelines and that
the compensation system allows the Company to include every person required for the
fulfillment of its mission and strategic objectives, with a view to implementing the best
practices of organizational development and generate value for the Company and its sha-
reholders. For this purpose, this body is responsible for analyzing and discussing every
STATUTORY AUDITING subject related to the compensation of employees, such as fixed and variable compensa-
tion, incentives and benefits, worker-manager relations and industrial relations, in order
COMMITTEE:
to make recommendations to the Board of Directors regarding these matters, as well as
Each of the bodies listed has the powers and supporting the Board in the exercise of its decision-making or advisory functions associa-
attributions conferred to them by the bylaws, The Committees purpose is to assist the ted to the appointment and remuneration of the members of the Board of Directors and
which shall be exercised pursuant to the Board of Directors in its role of supervi- the High Management, in accordance with the Committees regulations.
special regulations stated therein and to the sion through the evaluation of accounting
applicable law. procedures, dealings with the Statutory BOARD OF DIRECTORS CORPORATE GOVERNANCE COMMITTEE: its purpose consists
Auditor and, in general, the revision of the on proposing and supervising the compliance with the corporate governance measures as
The Company shall also have a Vice-President Companys control architecture, including adopted by the Company, in accordance with the Committees regulations.
of Legal and Governance Affairs, as well as the audit of the risk management sys-
any other officials and bodies as determined tem implemented by the Company. This
by the Assembly and the Board of Directors. Committee shall be integrated by three (3)
The Committees main roles shall be that of main members of the Board of Directors
advisors and consultants for the Board of Di- and their respective alternates. Its mee-
rectors. The Committees decisions shall be tings may be attended by, with the right to
adopted with the majority of the members in speak but not to vote, the President, the
attendance and their meetings shall be held Financial Vice-President and the Internal
when most of the members are in attendance. Audit Manager of the Company. The Com-
panys Statutory Auditor may attend the
meetings solely in an advisory capacity, as
the case may be; the above is provided in
the Companys Bylaws, Article 57.
52
COMMERCIAL COMMITTEE: its competence includes the analysis, review and approval of the
Companys commercial policies, as well as the assessment of rates, expansion of the transpor-
tation system and regulatory framework. Its main functions include the following: recommen-
ADDITIONAL COMMITTEES: dation of the expansion of the transportation infrastructure, new types of commercial service
to be offered by the Company, new commercial rates to be offered by the Company, service
suspensions due to breach of commercial contracts, review and recommendation of capacity
contracting in case there is no primary capacity available, as well as the modification of the
corresponding contracts.
PRESIDENTIAL COMMITTEE: the Presidential Committee was regulated through
Directive No. 002 and its purpose consists on the coordination, management, fo- PROJECT COMMITTEE: it is chaired by the President and its purpose consists on advising in the
llow-up and analysis of the matters corresponding to the Companys High Mana- decision-making process regarding the start, development, changes and/or approvals in every
gement in a multidisciplinary and integrated manner, by virtue of being integrated stage of initiatives or projects, ensuring the following: alignment of initiatives with the objecti-
by the President, the vice-presidents and the sustainable development and plan- ves established in the corporate strategy, prioritization of initiatives based upon their impact and
ning managers. The Committee is governed by the Presidencys guidelines and it added value, definition of the relevance of investment in a specific project, definition of the next
holds weekly meetings. stage for every initiative, authorization of the maturation process of each initiative (start up), au-
thorization of investment, work plan and resources for the next stage prior to authorization and
WORKPLACE HARASSMENT COMMITTEE: it is integrated by a group of workers, investment in the project, including multidisciplinary team, appointment of the initiative or project
employee representatives and worker representatives, all seeking to prevent leader and its project team, subscription of Decision Support certificate or memorandum.
workplace harassment and contribute to the protection of workers against psy-
chosocial risks affecting occupational health, as established in Resolution 0652
of April 30th de 2012. The Committees purpose consists on improving relations
among workers. One of its main roles consists on formulating a plan of improve-
ment agreed upon by all parties in order to build, renovate and encourage good
labor relations. Other functions of the Committee include the follow-up of the
commitments acquired by the parties involved in claims, submit to the High Ma-
nagement an annual report including the results of the Workplace Harassment
Committee and any other report required by the control bodies, follow-up the
compliance with the Committees recommendations to the Companys depart-
ments of Human Talent and Occupational Health and Safety. The Committees
competence is related to the social area.
CONTRACTING OPERATIONAL AND EXECUTIVE COMMITTEES: these Commit-

tees are responsible for the decisions adopted in terms of contracting: however,
the responsibility of the Committees members does not relieve the employees
participating in every stage of the contractual process of their responsibility. They
are responsible for approving the contracting strategy, which must include as a
minimum: applicable selection mode, general technical scope, evaluation criteria,
and negotiation rules.
54
BOARD OF
Committee Responsable de decisiones de tipo
VICE-PRESIDENT OF LEGAL DIRECTORS
Compensation Committee Social and economic PRESIDENT AND GOVERNANCE AFFAIRS STATUTORY AUDITOR COMMITTEES
RESPONSIBILITY OF Corporate Governance Committee Economic and corporate
COMMITTEES IN Auditing Committee Economic and ethical

Article 59 of the Corporate Bylaws Article 60 of the Corporate Article 62 of the Corporate Bylaws The Committees shall
Operational and Investment Operational, economic, social and
DECISION-MAKING Committee environmental
indicates that the Presidents term Bylaws states that the states that the Company shall be integrated by the
shall be of two (2) years counted Company shall have a have a Statutory Auditor with main members and
Presidential Committee Operational, economic, social, environ- from his/her election, but he/she Vice-President of Legal and his/her respective alternate, who their respective
mental, commercial management, legal could be elected indefinitely or freely Governance Affairs. shall be appointed by the General alternates of the
and administrative removed from office before the Assembly of Shareholders for a Board of Directors.
Workplace Harassment Social expiration of said term. When the two (2)- year term, equal to the
Board does not elect a President Board of Directors, but he/she
Contracting Committees Economic and operational
when it corresponds to do so, the may be removed or reelected at
previous President shall continue in any time, as established in these
office until a new appointment is Bylaws. The alternate replaces the
performed. main auditor in case of temporary
According to Article 47 of the Corporate Bylaws, the main and alternate members shall be elected and
or permanent absence.
Election freely removed by the General Assembly of Shareholders. Pursuant to Act 142 of 1994, Article 19,
numeral 16, the Board of Directors shall be integrated by proportionally expressing the shareholding
ownership. The election by the General Assembly of Shareholders is performed through the electoral
quotient system (Article 1 and 2 of the Board of Directors regulations).
He/she exercises the Article 205 of the Code of See Board of Directors.
functions of secretary for Commerce.
The members of the Board of Directors shall not be related by kinship to each other, either with the the General Assembly of
President or with the Statutory Auditor or with any other employee of the management in a position of Shareholders, the Board of
Independence
trust, within the fourth degree of consanguinity or second of affinity or first civil. The Board of Directors Directors and the Boards
shall not include people linked by marriage or by de facto marital union. Committees, and therefore
is not a member thereof.
Since TGI is not registered at the National Registry of Securities and Issuers (RNVE), it is not obliged to
include independent members, as provided in Article 44 of Act 964.
Regarding the capacities of the members integrating the Board, Article 2 of the Board of Directors The President is elected by the Board of Appointed by the The Statutory Auditor and his/her See Board of Directors.
regulations stipulate the following: Directors, pursuant to criteria of President. alternate may be natural or legal
The Board of Directors shall be integrated by people with top professional and personal qualities. For their suitability, knowledge, experience and persons who shall have the
Specific knowledge and election, the General Assembly of Shareholders shall take into account criteria such as: (i) experience in the leadership, as recorded in Minutes No. capacity of public accountants,
experience in the area of finances, law or similar sciences, and/or in activities related to the public service sector, and/or the 128 of the Board of Directors. For the subject to the incompatibilities,
economic, social and operations performed by the Company, (ii) their profile, including track record, recognition, prestige, election of the President in 2016, a inabilities, prohibitions and
environmental areas availability, leadership, good name and appreciation of the candidates due to their professional suitability company specialized in the selection of responsibilities determined by the
and integrity. high executives (head hunter) was law. As recorded in Minutes 34 of
The evaluation of the suitability of the candidates to the Board of Directors and the compliance with the hired, the Aristos Consultores de the General Assembly of
applicable requirements shall be completed prior to their election, in the terms indicated in the regulations Gerencia S.A. Said firm submitted a Shareholders, the Statutory
of the General Assembly of Shareholders. report of the selection and evaluation Auditor was appointed for 2016
At the same time, one of the functions of the Compensation Committee consists on recommending the process, including a report of the and 2017.
Board of Directors the profiles and competences required in their members, which shall be in turn reported rsums and corresponding
to the Shareholders Assembly. qualifications.
In accordance with Articles 379, numeral 1 of the Code of Commerce and 17 of the Assembly regulations, Secretary of the General Appointed by the General See Board of Directors.
Involvement of in order to facilitate their legal right to nomination, the shareholders may subject the candidates to Assembly of Shareholders. Assembly of Shareholders.
stakeholders integrate the Board of Directors to the verification of the requirements by the Compensation Committee,
in which case this shall submit to the Assembly a report on the compliance with said requirements, prior
to the election. In the case the Compensation Committee has not performed this procedure, the proposing
shareholder shall carry out the corresponding analysis and submit it to the Shareholders Assembly prior
to the voting process.
Matters associated to diversity in the election are not identified herein.
56
INTEGRATION OF THE BOARD OF DIRECTORS GRI

102-22 GRI
102-28 The Presidents evaluation in evaluation of the Board members
ODS 16 (16.6)
terms of the Corporate Bylaws will be performed through a third
Number of
(Article 52, numeral 2) corres- party in accordance with the Cor-
Member of the Board Committees to Boards to which Company Board meetings
Board of Directors
Position Company
which he/she belongs he/she belongs Executive
Gender ponds to the Board of Directors. porate Bylaws.
attended1
The evaluation of the members
and Committees of the Board of At an external level, the exter-
Gloria Astrid lvarez Main President EEB Compensation and Corporate Contugas, Clidda, No 14 of 15 Female
Directors is established in Arti- nal audit of management and
Hernndez Governance Committees Promigas, EAB
cle 20 of the Board of Directors results is performed pursuant
Moiss Len Rubistain Main Manager - Desarrollo Compensation, Operational Pretecor Ltda., Citra
No 8 of 15 Male regulations, which states that a to the provisions of Act 142 of
S.A.S, Seseado Gomez
Lener Empresarial Ltda and Auditing Committees
Pretecor self-evaluation report shall be 1994 and Gestin y Auditora
submitted to the General As- Especializada Ltda - GAE - which
General Secretary -
Ral Jos Buitrago Arias Main
Alcalda Mayor de Bogot
Compensation Committee EAB No 15 of 15 Male
sembly of Shareholders on an receives an annual report inclu-
annual basis, including its func- ding the Companys operational
Oscar Edmundo Das Mobility Advisor - Alcalda Corporate Governance and ETB S.A. ESP, IDARTES
Molina
Main
Mayor de Bogot Auditing Committees (consejo Directivo) No 14 of 15 Male
tions and its work as a collegiate activities and the matters co-
body, identifying the degree of rresponding to Corporate Gover-
Hctor Felipe ngel
Carvajal
Main District Treasurer Auditing Committee FONGEP No 15 of 15 Male
compliance thereof. nance, such as the Companys
composition, Board of Directors,
Centro de
Liderazgo, Corporacin
Additionally, it shall submit a re- Shareholders, among others.
Jos Fernando Montoya
Carrillo
Main Legal Representative -
Doblefer SAS
Operational and Invest-
ment Committees
Mesa de yeguas, No 12 of 15 Male port including the evaluation of Said report is in turn submitted
Corporacin Escuela
Galn, Esenttia its Committees and its members to the Superintendence of Public
considered individually. For this Utilities by GAE.
Operational, Investment
Jaime Alfonso Orjuela Main Manager of Planning and
and Corporate Governance Trecsa No 9 of 15 Male purpose, an external advisor may
Vlez New Businesses - EEB
Committees
be hired to help in the formulation There are no changes in the mem-
of the criteria that should be taken bers or the organizational practi-
Diana Margarita Vivas
Munar
Alternate
General Secretary - EEB
Compensation and Corporate
Governance Committees
Clidda, Trecsa, Contu-
gas, EEB
No 2 of 15 Female
into account for the development ces for evaluation processes.
Manager in charge of of said evaluation. In 2017, the
Juan Daniel vila Gmez Alternate Sustainable Development - Compensation Committee TGI No None Male
EEB
Martha Nohora Riao Corporate Governance and No

Alternate Presidential Advisor - EEB Trecsa, Contugas 1 of 15 Female
Reyes Auditing Committees
CHALLENGES FOR 2017
Operational, Investment
Mauro Hernn Meja Alternate Supply Manager - EEB No
and Corporate Governance 1 of 15 Male
Trillos
Committees
Manager of Corporate and No

Camila Merizalde Arico Alternate Auditing Committee Clidda 1 of 15 Female
Affiliate Affairs
Contugas SAC, Red de

Update of the Corporate Governance Code according to the
Manager of Shareholding
Leonardo Garnica Eljaiek Alternate Portfolio and Corporate Operational and Invest- Energa del Peru, No 1 of 15 Male GEB guidelines and the best corporate practices on the matter.
Planning - EEB ment Committee Consorcio Transmetano
The evaluation to the Board members will be performed throu-

Francisco Javier Barn No
Lancheros
Alternate Financial Planning Manager
- EEB
Compensation, Operational
and Auditing Committee
TGI Male gh a third party in accordance with the Corporate Bylaws.
1
Total of Board of Directors meetings held in 2016: 15; the attendance corresponds to the main members from their appointment, in
their absence, the presence of alternate members was counted in compliance with the Colombian legislation.
58
4.2. ETHICS AND

TRAN S PA R EN CY
The Company
has implemented
mechanisms supporting
the development of
MANAGEMENT APPROACH coordinated actions
against fraud and
corruption
Global Compact -
Anticorruption
For TGI, the strengthening of Directors, supplier and con- of Directors, either directly or
ethics and anticorruption re- tractor, regardless of their job through a legal person, any
gulations is a part of its or- or position. In an annual basis, TGIs contractor or client (dis-
ganizational structure and an TGIs employees sign the form patcher).
essential factor in its relations Statement of Conflict of Inte-
rest to adhere to the Code of Having a spouse or life part-
with the stakeholders, as well ner or relatives in the first or
as the actions perfomed in the Ethics. In addition, the contracts
signed with third parties for the second degree of consangui-
markets where its business is nity (parents, children, siblings,
developed. delivery of a good and servi-
ce include a clause stating the grandparents, grandchildren),
The Company has implemen- unilateral termination of said or first and second degree of The United Nations Global Compact, with the commitment to implement in
ted mechanisms supporting the contract in the case of breach affinity (parents in-law, sons its strategies and operations the ten principles within the framework of Hu-
development of coordinated ac- or noncompliance with the in-law, daughters in-law and man Rights, Labor Standards, Environment and Anticorruption.
tions against fraud and corrup- Code of Ethics. During 2016, brothers or sisters in-law), or
first civil (adopted children), The initiative of the United Nations Office on Drugs and Crime in Colombia
tion, the promotion of corporate the Statement of Conflict of In-
who works at TGI or any com- (UNODC): The path to integrity. A collaboration between the Colombian pu-
values and transparency. terest form was reformulated,
pany owned by Grupo Energa blic and private sector, a 3-year project (October 2015 - September 2018)
currently including specific as- aimed at strengthening the mechanisms for the prevention and fight against
TGI has had for several years de Bogot.
pects to be reported which will corruption from the principle of shared responsibility established in the Uni-
a Code of Ethics, which is the
allow to identify possible situa- Activities outside working ted Nations Convention against Corruption (UNCAC) and the improvement of
formal and institutional bench-
tions, such as: hours which result in an econo- the dialogue between the public and private sector, in order to reinforce the
mark of the personal and pro-
fessional behavior that should Capacity of former emplo- mic benefit represented by pro- anticorruption legal framework and create a culture of integrity in the Colom-
be displayed by every employee, current employee, share- fits, fees or salaries. bian private sector.
yee, member of the Board of holder or member of the Board In addition, TGI has adhered to:
60
INSTRUMENTS FOR ETHICS
1. PREVENTION: 2. DETECTION: 3. INVESTIGATION:

Antifraud and Anticorruption Policy (Corporate): Ethical Channel: this me- the Company has defined
it promotes a culture of ethics within TGI in order chanism has the purpose activities and mechanisms
to prevent fraud or corruption events, and esta- GRI of preventing, detecting, aimed at investigating fraud
blishes mechanisms for the detection, investi-
102-17 and corruption events, as
investigating and resolving
gation and the effective and timely resolution of any fraud or corruption follows:
said events. event, unlawful act or any
Every report received is
other misconduct repre-
Code of Ethics: it establishes and develops beha- analyzed pursuant to the
senting a prejudice for any
vioral patterns and codes of conduct in terms of provisions established in
Company of the Group. In
the relations with stakeholders and the actions the Verification Protocol
addition, it may be used
performed in markets where the Companys and then is submitted to the
for the consultation and
business is developed, which are adjusted to the Auditing Committee.
request of clarifications on
corporate values and the obligations assumed in
ethical dilemmas. In the case an investigation
the work relationship.
is required, TGI may perform
This channel is managed
SIPLA Manual (Integrated System for the Preven- it with internal resources or
by an independent third
tion of Asset Laundering and Terrorism Financing): with the help of expert third
party which guarantees
it includes the policies, controls and procedures parties; for this we have
objectivity in the process
adopted by the Company to prevent the risk of specialized services in these
of reception and handling
asset laundering and terrorism financing. matters.
of information, providing
Training of all the Companys employees, High TGI the reports of claims The Audit Management is
Management, suppliers and clients in matters received in the Ethical in charge of implementing
related to the prevention of fraud and corruption, Committee, taking into programs for the preven-
the Ethical Channel, the Code of Ethics, Conflicts account the communication, reinforcement, training,
of Interest and prevention of Asset Laundering tion protocols. evaluation and monitoring in
and Terrorism Financing. this area. We have a team of
six auditors and resources
Validations in restrictive and control lists of the allocated to the execution of
natural and legal persons close to formalizing a control activities.
commercial, contractual, labor relationship and
other operations with the Company.
62
TGI has the following Commi-

ttees in charge of verification, Workplace Harassment Committee.
according to the Communica-
tions Protocol of the Ethical Ethics and Compliance Committee.
Channel (find it here) :
Auditing and Risks Committee.
Check list of fraud and corruption alerts in different Com-

pany processes, which is a part of the Annual Plan for In-
ternal Audit.
In 2016 some strengthening strategies were implemented around these subjects:
A. Self-monitoring campaigns addressed to the employees and published in internal me-

dia, using a testimonial as closing.
B. Training and evaluation of ethical dilemmas, addressed to employees and contractors,
focused on the different mechanisms and tools promoting ethics and the fight against
corruption in TGI. There were 45 sessions in total held in the Bogot office and the opera-
tional work sites, with a participation of 74.7% (dividing 266/356) of the total current staff
FRAUD AND CORRUPTION RISK MANAGEMENT (356). The total number of people in attendance was 325 people, out of which 266 are
employees and 59 are suppliers and contractors.
The TGI risk management sys- plementation of the Administra- Dissemination of the Contracting Manual to suppliers and contractors, including lectures
Tools for administration: pre-
tem has identified the fraud tion System for the prevention on ethical issues, to which 196 suppliers and contractors from the Grupo Energa de Bo-
vention, detection and response,
and corruption risk and defined of fraud, bribery and corruption got were invited.
principles, definition of fraud and
the related mitigation controls, risks, which operates according corruption acts, codes of conduct, GRI
which are monitored periodica- to self-regulatory standards and 205-2
gifts, hospitality and other bene-
lly. The most relevant positive complies with international stan- fits, donations, sponsorships and
impact of prevention is related dards on this matter: contributions for the financing of
to the economic aspects, in the C. Lectures on Number Work site Number
political campaigns, relationships Level Number % % %
transparency of the contracting Responsibility levels. Ethics, addressed
with stakeholders, measures to High Management 12 5%
processes, services and supplies to Clients through Members of the
Board of Directors 7 50%
Administrative
office
148 56%
Methodologies for the iden- ensure the compliance with the
and in the fulfillment of social and the Transportation Middle Managemen 24 9%
tification of risk factors and the system, internal control proce- Gender Number Operational site
environmental obligations. Committee, with Coordination 54 20%
%
assistant
118 41%
identification, measurement and dure and reviews, external re-
the attendance of Execution 77 Male 188 71%
TGI has a fraud and corruption control of the fraud and corrup- ports, indicators, disclosures and 29%
54 clients and 25
prevention policy and in 2016 it tion risk and system monitoring. training. Support and Assistance 99 37% Female 76 29%
TGI employees.
started the construction and im-
64
SCORE AND RESULTS OF THE TRANSPARENCY FOR BOARD OF DIRECTORS DECISIONS RESULTING IN CHANGES IN
COLOMBIA SURVEY CORPORATE GOVERNANCE
Part of the evaluation of the TGI management in this area is perfor-

med through annual participation in the assessment of the National In session of June 28th 2016, the Corporate Governance Committee recommen-
Transparency Index (ITN) headed by the Transparencia Por Colombia ded to submit for consideration of the Board of Directors the modification of the
Corporation. Corporate Bylaws (as recorded in Minutes No. 28 of the Corporate Governance
Committee). At the same time, in session 134, the Board of Directors recommen-
This is a social control tool, developed since the year 2002 to moni-
ded the Management to submit the reform of the Corporate Bylaws to the Gene-
tor and evaluate the degrees of transparency and corruption risks in
ral Assembly of Shareholders (as recorded in Minutes No. 134 of the Board of Di-
entities at the three levels of public administration (national, depart-
rectors). In session No. 35 of the General Assembly of Shareholders the project of
mental and municipal) with the purpose of identifying opportunities
reform of the Corporate Bylaws was approved, in terms of the following aspects:
for improvement in the evaluated entities and progress in the control
corporate purpose, elimination of restrictions for share negotiation, roles and res-
and prevention of the factors generating a corruption risk.
ponsibilities of the Chairman of the Board of Directors, roles of the Board of Di-
During 2016 the scores in the sub-components were the following: rectors, adjustment of Corporate Bylaws to the new Contracting Manual, better
protection to minority shareholders, rotation of Statutory Auditor and conflicts of
Anticorruption program: 72.4 interest, referral of Corporate Governance Code (as recorded in Minutes No. 35 of
Internal controls: 85.4 the General Assembly of Shareholders).
These results are not comparable to 2015, taking into account the In session 128 of the Board of Directors, Julin Garca Salcedo was appointed as
methodological changes made by the Corporation. President of the Company by the TGI SA ESP Board of Directors, in replacement
of David Alfredo Riao Alarcn. In the same session, Yolanda Gmez Restrepo
In addition, the External Audit of Management and Results evaluates was appointed the First Alternate of the President and Leonel Mauricio Vara Mal-
the Companys internal control system every year. donado was appointed the Second Alternate of the President of TGI S.A. ESP, in
replacement of Nixon Jos Arcos Rodrguez and Carlos Francisco Toledo Flrez,
respectively (as recorded in Minutes No. 128 of the Board of Directors).
In session 133 of the Board of Directors, the TGI Contracting Manual was appro-
ved with respect to the following aspects: name, inclusion of definitions, appli-
cation exceptions, stages of the contractual process, possibility to hold meetings
with possible offerors, mode and amount of contract, guarantees, advertising
of contractual processes, application of electronic trade tools and verification of
committees (as recorded in Minutes No. 133 of the Board of Directors).
In session 34, the General Assembly of Shareholders determined the working
hours of the members of the Board of Directors and Statutory Committees; in
addition, 4 new members of the Board were appointed. In session 35 of July 18th
2016, 6 additional members of the Board of Directors were appointed, as recor-
ded in the respective Minutes.
66
4.3. REGULATORY
In session 135 of the Board of Directors, the members of the Board Committees MANAGEMENT
were appointed, as recorded in the Minutes of said session.
The regulations of the Assembly (Minutes 35), Board of Directors (135) and each INSTITUTIONAL SCHEME OF THE
of the Board Committees were approved. The above in accordance with the cu- SECTOR IN THE COUNTRY
rrent 2016 Corporate Bylaws.
Sector regulated in compliance with Law 142 of 1994.
During 2016 the TGI Corporate Governance was re institutionalized through the RELEVANT
No fixed period of time for delivering the service.
modification of the Corporate Bylaws, the creation of the Board of Directors Com- ASPECTS
Assets belong to the companies (not to the State).
mittees with their respective regulations, the regulations of the General Assem-
bly of Shareholders and the Board of Directors, as well as the creation of the TGI
Management of Corporate Affairs.
Energy and Gas Regulation -Determines the rates for each regulated seg-
Commission (CREG in Spa- ment in the chain
The practices to be applied in TGI were implemented, as established in Circular GAS SECTOR nish)
REGULATOR - Promotes competition among market partici-
Letter 28 of 2014, from the Financial Superintendence, in accordance with the pants
Grupo Energa de Bogot guidelines.
- Regulates the quality of service delivery
In sessions 133 and 135, the Board of Directors appointed the members of the
Auditing, Corporate Governance, Compensation and Operational and Investment National Hydrocarbons - Promotes hydrocarbons exploration
Committees, according to their legal and statutory attributions, particularly those MAIN ENTITIES Agency (AHN in Spanish)
- Manages reserves
established in numeral 28, Article 52 of the Corporate Bylaws. GOVERNMENTAL SUPERVISING
Mining and Energy Planning
ENTITIES THE ENERGY
Unit (UPME in Spanish) Studies the sector
SECTOR
- Keeps statistics
- Provides projections
-Superintendence of Public Residential Services (SSPD in Spanish)

CHALLENGES FOR 2017 OTHER
ENTITIES - Ministry of the Treasury National Planning Department
- Ministry of Mines and Energy (MME in Spanish)
1. Implementation and disclosure of the fraud, bribery and corruption risk mana- - Independent Commissioners
gement system to employees, contractors and suppliers, as well as to communi-
ties and the members of the Board of Directors.
Decree MME Number 1073 of 2015 - Single Regulatory Decree of the ad-
2. Active participation in the activities and traineeships of the UNODC in order to RELEVANT REGULATORY ministrative sector of mines and energy. And all those who modify or com-
strengthen the prevention of fraud, bribery and corruption within the framework ASPECTS plement.
of the initiative A path to integrity. Collaboration between the Colombian public Resolution CREG 071 of 1999 - Single regulation of gas transportation Na-
and private sector. tural (RUT). And all those that modify or complement it.
3. Development of campaigns related to internal control, ethics, ethical channel, CREG Resolution 126 of 2010 - Rate methodology for remuneration of the na-
prevention of fraud, bribery, corruption, asset laundering and terrorism financing tural gas transportation service. And all those who modify it or complement.
and other guidelines aimed at the prevention of these risks. CREG Resolution 089 of 2013 - Regulation of the wholesale supply market and
transportation of natural gas. And all those who modify it or complement
68
MANAGEMENT REGARDING THE REGULATORY FRAMEWORK.

CHALLENGES FOR 2017.
of creating competition in the regassing plant to the interior
In this area, the Company has de- activities such as meetings of the country; and Balle-
veloped the following aspects: construction of transporta-
and communications including na-Barranca two-way func- Disseminate the main comments to the new methodo-
tion infrastructure, which may
A. Update of tariff file as of June the government entities who- tionality. logy in three entities participating in the CREG sessions.
affect the income of the con-
30th 2016, in order to meet the se purpose was to show that
cerned transporters, the appro- E. There was active partici- Evaluate and propose new assets to update the Supply
requirements possibly made by efficiency and reliability in the
priate operation of the system, pation along with CREG and Plan.
the Energy and Gas Regulatory system can be achieved with
the reliability of the system and UPME in the identification of
Commission (CREG) in this sense. works in the transportation
the need to establish adequate the necessary reliability/su- Meet the requirements related to the termination of legal
sector in which the economy
practices for the construction pply projects and the appro- lifespan.
It is worth mentioning that the of scale is better than in other
of infrastructure (CREG Reso- priate remuneration thereof,
CREG published the proposal activities, such as the Palmira Review the Open Season methodology and determine ac-
lution 037 of 2016). In addition, in order to reflect the risks
for the new tariff methodolo- - Buenaventura gas pipeline. In tions based on the final Resolution.
the communication identified associated to the construc-
gy but decided to postpone the addition, there were comments
as 000190, the main purpose tion of infrastructure and the Assessment of positions of entry and exit points and pro-
adoption of the final version, related to CREG Resolution 120
of which was to ensure the re- operational criteria showing posal (if underpaid).
therefore it was not necessary of 2016, with the purpose of
muneration of the assets from the best industry practi-
to formally submit the file infor- determining the difference be- Proposal of regulatory agenda for 2018 to CREG.
the Natural Gas Supply Plan, ces (CREG Resolution 038
mation; however, said data was tween distribution and trans-
was submitted to the Minis- of 2016 in consultation and Design and implementation of decision memorandum,
used to analyze the impact of portation assets.
try of Energy and Mines with a 090 of 2016 in consultation, which allows to record the business case supporting hi-
the CREG proposal.
There was active participation copy to CREG. MME Resolution respectively). There were gh-level decisions with a complete analysis thereof. Every
B. Revision of charges (accor- along with CREG and UPME in 40052 of 2016 was issued. also several actions eviden- investment and business decision made by the Board of
ding to CREG Resolution 126 the identification of the neces- cing the possible risks for the Directors in 2016 includes a decision memorandum pre-
D. Development of the issue and
of 2010) which determined the sary reliability/supply projects sectors reliability of creating pared by the management.
inclusion of projects within the
aspects that may be subject to and the appropriate remunera- competition in the construc-
Natural Gas Supply Plan, making
controversy and the assess- tion thereof, in order to reflect tion of transportation infras-
the Mining and Energy Planning
ment of the impact on the ba- the risks associated to the cons- tructure, which may affect
Unit (UPME) include the main
sis of recognized investment in truction of infrastructure and the income of the concerned
assets that TGI considered ne-
order to evaluate possible re- the operational criteria showing transporters, the appropria-
cessary to ensure the reliabili-
gulatory opportunities allowing the best industry practices te operation of the system,
ty and supply of the sector; for
TGI an increase of the charges (CREG Resolution 038 of 2016 the reliability of the system
example: regassing plant in the
approved for this activity. in consultation and 090 of 2016 and the need to establish
Pacific; gas pipeline connecting
in consultation, respectively). adequate practices for the
C. Promotion of appropriate the plant to the SNT in 30 in-
mechanisms for the remune- There were also several ac- ches; assets associated to the construction of infrastructu-
ration of reliability assets of tions evidencing the possible two-way Yumbo-Mariquita pi- re (CREG Resolution 037 of
the TGI system, from different risks for the sectors reliability peline to carry the gas from the 2016).
70
MANAGEMENT APPROACH
Global Compact - Labor Standards OCCUPATIONAL
The first two paragraphs have several segments with changes, I recom- HEALTH AND SAFETY IS
mend their full replacement. RELEVANT:
TGI includes an Industrial Safety and Occupational Health policy (SST), ba-
sed upon principles and aligned with strategic objectives in order to protect
the life, health and integrity of people, assets and the environment, as well
Internally, as it analyzes
as to prevent injuries and illness and comply with the law, foster the con-
the risks for employees
tinuous improvement and participation of all the employees. Due to all of
and their working condi-
the above, this subject was one of the strategic pillars for high-performan-
tions and tries to mini-
ce outlined in 2016 by the Companys Presidency.
mize them in both office
In order to demonstrate the Companys commitment with SST, this sub- and field work, in order to
ject is the first point in the agenda in every meeting of the Board of Direc- reach the goal of zero ac-
tors, Presidential Committees, project start-up and in every space allowing cidents and zero fatalities.
every employee and contractor of the Company to strengthen the culture
Externally, as it employs
of safety and lead the best practices in this area.
good industry practices
In order to guarantee the wellbeing and comfort of employees in the per- and avoids damages in
the different processes
05
formance of their functions, TGI strictly fulfills and gives relevance to the
Occupational Health and Safety (SST) guidelines through management and generates a positive
programs and systems, understanding this as a multidisciplinary activity environmental impact,
and as a current legislation to be strictly complied with in Colombia in order community work, asset
to avoid occupational accidents and illness. integrity, etc.
In this sense, the adhesion to Global Compact fulfills the principles rela-
ted to labor standards, especially regarding the protection of employees in
case of forced or under duress labor, and the protection against any type
of discrimination.
Additionally, the management in this area is regulated in Colombia by De-
cree 1072 of 2015, Regulatory Decree of the Labor Sector, Chapter 6. In the
case of high-risk activities not regulated in the country, the Company has
put into effect international standards for specific matters such as work in
OCCUPATIONAL confined spaces and load hoisting, in order to control these activities which
may generate potential accidents.
HEALTH AND
SAFETY PRIORITY
In the last few years, the Company activity involving the driving of vehi-
has worked on the standardization cles, the provisions of the Traffic and
and improvement of the operational Transportation Regulations, as well as
controls in the Operation and Main- the Companys internal regulations are
tenance critical activities, as reflec- being respected, in order to achieve the
ted in the Occupational Health and highest standards in road safety.
Safety indicators for 2016, in which In the last few years, the
For this purpose, the Company has
the highest percentage of accidents Company has worked
implemented a road commitment
and absences was associated to risks on the standardization
strategy including an awareness plan
located in administrative and opera- and improvement of the
for the employees and orientation for
tional facilities (falls on the same level operational controls in the
the prevention of traffic accidents at
during displacements) and, in a lower
percentage, accidents related to the
the Operational Work Sites, Adminis- Operation and Maintenance
business fundamental purpose.
trative Facilities and Public Roads. critical activities.
With regard to indicators, in 2016 the
TGI has a policy for the control of al-
Company established new objectives
cohol, tobacco, hallucinogenic subs-
and goals, as guided by the best in-
tances and guns, as well as for road
dustry practices, as follows:
safety. The latter established the
commitment to verify that in every
Frequency Index: Goal - 4.05.
Severity Index: Goal - 22.05.
HSE campaigns and plans: Goal - 3 programs in addition to

the existing ones.
It is worth mentioning that in 2016, the PQRS related to Occupational Health and
Safety were processed and issued by different stakeholders, such as: Labor Ministry,
ARL Positiva, suppliers, contractors, among others.
As leaders of this management, TGI works with a multidisciplinary team in the HSEQ
Sub-directorate (Sustainable Development Management) which is present in its di-
fferent work facilities. In addition, it has an available budget to comply with the cu-
rrent legislation and for the prevention of accidents and illness, which amounts to
900 million pesos, which in turn supports the following programs:
74
Occupational Health and Safety Manage-

ment System (SG-SST): intervention and con- Emergency Plan: reduction of risk levels in
trol of main risks detected in the identification, each of the existing threats in the Company
evaluation and control of risks, in the develop- through a prevention and mitigation plan HSEQ Day: its scope
ment of PHV cycle. allowing to decrease the existing vulnerability, HSEQ-related talks for legal representatives, managers,
thus protecting the physical, mental and so-
includes all the heads of departments or the contractor companys pro-
cial integrity of TGIs employees, contractors, operational work sites ject, in order to disseminate and fulfill their requests re-
Behavior-Based Safety Program (PSBC): in- sub-contractors, visitors and its infrastructure. with the purpose of garding the contractual document and HSEQ Manual for
tervention of unsafe behaviors and reinforce- contractors (mandatory document).
implementing workshops
ment of safe behaviors in order to reduce TGIs
incident rate through the OAC Card (Observa- based on leisure activities
Safe Work at Heights Program: safe para- in order to internalize HSEQ-related talks at operational sites for the contrac-
tion and Assurance Card).
meters for the execution of works at heights tors workers in order to disseminate and make public the
the SST information. TGI
and rescue. procedures, requirements, documentation, controls and
Psychosocial Risk Program: identification,
manages Occupational
risks through which they will be evaluated and measured
evaluation, prevention, intervention and moni- Work in Confined Space Program: establish-
Health and Safety along during the execution of the activities.
toring of exposure to psychosocial risk factors ment of a safe procedure for the execution of with its contractors and
in the workplace and stress reactions affecting activities in confined spaces at the Operatio- sub-contractors, through Occupational Health and Safety Indicators Report for stra-
TGIs employee population. nal Worksites (Districts and Gas Compression the following: tegic contractors including: severity index, frequency index,
Stations). monthly accident rate and action plans.
Sensorineural Hearing Loss Epidemiological
Surveillance System: integrated control of risk Cardiovascular Risk Prevention Program:
factors at the source, means and worker in or- identification, establishment and implemen- Contractors commitment with TGIs policy.
der to reduce the probability of hearing altera- tation of mechanisms to improve the cardio-
tions in the exposed employee population. vascular health of employees.
Industrial Hygiene Program (Noise, Lighting):

Musculoskeletal Epidemiological Surveillan- measurement and recording of occupational risk. The effectiveness of the Com- Additionally, SST indicators are
ce System: integrated control of risk factors panys Health and Safety ma- generated in a monthly basis and
associated to posture, workstation design, tool nagement is assessed through are submitted to the Companys
handling and load manipulation. internal audits (programmed Presidential Committee and
by the Integrated Management Board of Directors. In 2016, there
System), and external audits were visits of the Management to
performed by the certifying en- each of the operational work sites
Road Safety Strategic Plan- PESV: establi- tity Bureau Veritas in OHSAS (Districts and Stations) in order to
shment of guidelines, dissemination of good standard 18001 and standards know the operations, dynamics,
practices and safe displacement behaviors to of compliance with legal requi- staff and contractor requirements
face different road scenarios, in order to avoid rements in this area. and facilities in general.
the occurrence of traffic accidents and minimi-
ze their severity when they occur.
76
CRITICAL TASK
MANAGEMENT WORK IN CONFINED SPACES: the training and preparation was
performed by the Colombian Safety Council (CCS) for 73 emplo-
The purpose of this initiative yees at the operational work sites in charge of carrying out
consists on strengthening the maintenance tasks in confined spaces. In addition, the mapping
knowledge of the Companys of identified confined spaces was completed in order to minimi-
employees in critical tasks, ze or eliminate the risk pursuant to re-engineering strategies.
such as: work in confined
100%
spaces, work at heights, elec- ELECTRICAL WORK: the 5 golden rules were disseminated to
trical work and load hoisting, in all the staff at the operational work sites, and a training course
order to mitigate the risks in focused on Electrical Risks, effects on health and HSE opera-
the maintenance of the gas tional controls, was provided to 112 people, with a total of
transportation infrastructure. 448 man hours of training.
OF EMPLOYEES WAS
REPRESENTED IN BOTH
FORMAL COMMITTEES.
CLAIM MECHANISMS FOR EMPLOYEES:

GRI
ODS 8 (8.8) 403-1 An inventory of dielectric
Global Compact - Labor Standards
elements was prepared for
the control of electrical risk at WORK AT HEIGHTS: there was training and coaching offered
COPASST: integrated by four representatives of the Company and four operational work sites and the to 100% of the HSEQ professionals at the operational work
representatives of the employees. Additionally, in each operational work acquisition of the correspon- sites, for their acquisition of the competences required as
site (District and Stations) the COPASST is represented by an Occupational ding elements was processed. Coordinators of Safe Work at Heights (TSA); in addition the
Health and Safety Watchman, the person in charge of consolidating the To complete the cycle, a contract was processed to obtain the TSA qualification for
needs of the employees and channeling them through the main COPASST rescue simulation in electrical training, retraining and rescue, in compliance with Resolution
located in Bogot. In the second semester of 2016, said Watchmen were risk was performed at the 1409 of 2012 and NFPA 1670 and 1006,of all the staff invol-
trained and skilled in their different roles and responsibilities, according to Sabana Gas Compression ved in this type of risk.
the current legislation. Station (middle and low-volta-
ge TGI station). LOAD HOISTING: there were five inspection visits to opera-
tional work sites (ECG Miraflores, ECG Padua, EGC Mariquita,
WORK HARASSMENT COMMITTEE: integrated by four representatives of ECG Puente Guillermo and Bodega Honda) in order to identify
the Company and four representatives of the employees. It was created for the risk factors derived from unsafe working conditions and
the prevention and resolution of work harassment situations in TGI. This behavior. As a complement, the procedure, instructional
Committee strives to generate a collective conscience of harmonious coe- material and forms applied for the control of this critical acti-
xistence in order to promote dignified and fair conditions, a positive work vity were prepared and approved.
environment in which privacy, honor, mental health and freedom are
protected.
78
11
SING GAPS IN THE OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEM
The initial diagnosis of the

Occupational Health and Safety Preventive and Workplace Medicine Program (diagno-
Management System as of sis of employees health conditions management).
December 31st 2015 was
performed, along with ARL Preparation of Training Plan and corresponding proce-
Positiva, in January 2016 in dure.
compliance with Decree 1072
Adjustment of External-Internal communication
of 2015, the result of which
procedure to the Occupational Health and Safety
was 89.8% of compliance; this
guidelines, pursuant to Decree 1072.
number was improved in the
course of 12 months until Preparation and implementation of the General
reaching 93.7%, identifying the Inspection Program in Occupational Health and Safety.
need to focus on actions to
comply with 100% of the provi- Preparation of the Order and Cleanliness Program.
sions established in the legisla-
tion, among which are the Design of mechanisms for the report of the emplo-
following: yees health conditions. OTHER ACTIONS:
Preparation of the Integrated Rehabilitation Procedure
for the employees with a work-related illness.
Adjustment of the Change Management Procedure to HSEQ DAY: it was celebrated at every operational work site through an agenda
the Occupational Health and Safety guidelines, including workshops based on playful activities in order to internalize key informa-
pursuant to Decree 1072. tion covering subjects such as sensorineural hearing loss, ergonomic risk, cardiovas-
cular risk and self-care. At the administrative facilities, the awareness raising activi-
ties were focused on road safety risks, cardiovascular and psychosocial risks, elec-
trical and gas risk, biomechanical risk, work at height risks, on-site risks, self-care
and Emergency Plan development.
AWARENESS RAISING
EMERGENCY BRIGADES AND ASSISTANCE: a theoretical evaluation was performed
to establish the knowledge level of 92 Brigade members. In addition, the new TGI
Road Safety Strategic Plan Emergency Operational Committee (COE), led by the Companys President, was acti-
vated. The participation of the Emergency Brigade was demonstrated in the training
TGIs Road Safety Strategic Plan was filed before the Ministry of track of the administrative facilities as well as in the District Evacuation Drill. The
Transport in June 2016 and since then, the Company Quality depart- performance of evacuation drills and transfer of injured people was highlighted at the
ment started loading the document and the 87 annexes thereof, which operational work sites.
were completely uploaded to the Isolucin tool, version 4, on Decem-
ber 26th 2016.
80
OCCUPATIONAL HEALTH
AND SAFETY INDICATORS
GRI
403-2
0
Fatal accidents
5 OPERATIONAL
3 falls to same level
3 ADMINISTRATIVE
3 falls to same level
8
1 road
Frequency and Year Frequency index Severity index * 1 tubing bump
Severity Index
2011 5,75 5,75 Accidents with
The frequency index increased 2012 5,35 56,26 missed days
due to the occurrence of 17
work-related accidents in 2016 2013 2,2 7,2 8 OPERATIONAL 1 ADMINISTRATIVE
compared to 8 accidents in the 3 falls to same level
9
2014 5,55 2106,38 1 fall to same level
previous year. In view of this 1 biological
result, the Company will imple- 2015 2,63 13,79 3 road
ment an action plan in 2017 focu-
sed on the generation of better 2016 5,63 6,62 Accidents 1 overstrain
operational controls and aware- without missed
ness raising in safety matters. * It measures the number of missed days and charged during the period caused days
by every case of work-related accidents and illness occurred for every 240,000
hours of exposure in the year.
10
10 OPERATIONAL
7 road
1 hose rupture
Near-accidents 1 biological
306
1 BN360 gas leak
Unsafe actions CLASSIFICATION OF ACCIDENTS

After investigating the incidents occu-
500 1000 1500 2000 2500
rred in 2016, it has been concluded that
and conditions AND INJURY MECHANISMS:
5,75
2011 the main causes were the following:
5,75
The first and second levels of the which are not directly related to
5,35
Unsafe behaviors related to pyramid correspond to the report of the business purpose (gas trans-
2012 56,26 CLASSIFICATION OF
factors such as: rush, excess of near-accidents and the report of portation).
2,2
2016 ACCIDENTS BY unsafe actions and conditions The Company has created an
2013 confidence and lack of focus.
7,2 RISK TYPE: without any effect on health. The last Incident Management procedure,
5,55 three levels of the pyramid corres- the purpose of which is to establi-
2014 2106,38
Unsafe conditions which were On-site risk: 9 pond to the accidents reported. sh the guidelines for reporting,
not timely reported. investigating and analyzing pos-
2,63
2015
13,79
Biological : 1 In 2016 there was also a higher sible incidents in the workplace, in
Road: 4 frequency of work-related acci- compliance
5,65
2016
6,62 dents in administrative activities,
Biomechanical: 3
82
Missed days - Absence due to

WORK-RELATED ACCIDENTS AND Total of Fatal Accidents
work-related accidents
WORK-RELATED ILLNESS CASES Total of Fatal Accidents and illness
There were no fatal accidents in
2016 involving the Companys
Year Men Women Year Employees Contractor Year Men Women
employees, contractors or sub-con-
tractors. This demonstrated the
2011 5 11 2011 0 1 2011 11 5
Companys commitment to safety
2012 8 10 and allowed employees to achieve 2012 0 2 2012 179 10
one of the objectives of the perfor-
2013 0 7 mance management system, which 2013 0 0 2013 25 0
established that the materialization
2014 2 14 of a fatal accident would imply a 2014 1 0 2014 6065 5
penalty of 50% of the performance
2015 1 7 bonus. 2015 0 0 2015 42 0
2016 6 11 2016 0 0 2016 6 14
NO WORK-RELATED Year 5 Women Year 5 Women

ILLNESS CASES
OCCURRED.
2011 11
Men
2011 11
Men
Year 8 Year 10
2012 10 2012 179
Year 0 Year 0
2013 7 2013 25
Year 2 Year 5
2014 14 2014 6065
Year 1 Year 0
2015 7 2015 42
Year 6 Year 6
2016 11 2016 14
84
17
CAPACITIES DUE TO Year Men Women

CAUSES OF ABSENCE BY GENDER
OPERATIONAL WORK SITE
AND M IS S ED DA Y S -
A B SEN C E DU E T O
COMMON ILLNESS
2011 177 247
C OM M ON IL L N ES S
During 2016, the preventive 2012 635 377
medicine programs established
UNIT CASES CASES CASES CASES HOURS
Year Men Women were sustained through aware- 2013 637 136
Work site Work-related Work-related Fatal work- Work-related ness conferences on subjects
related accident MHW - Man Hours Worked 2011 42 80 2014 353 860
illness accident near-accident
such as nutrition, and through the
M F M F M F M F M F
2012 100 81 provision of medical advice by 2015 576 348
COG Barrancaber- 0 0 2 1 0 0 1 0 21477 4567
2013 127 52 means of the healthcare policy
meja 2016 496 317
2014 288 550 given by the Company to the
0 0 0 0 0 0 2 0
COG Gualanday 19556 8146,5
employees.
2015 370 278
COG Cogua 0 0 0 0 0 0 1 0 11165 2439,5
2016 396 218
COG Villavicencio 0 0 1 0 0 0 0 0 2,25 6288,5
500 1000 1500
COG Paipa 0 0 0 0 0 0 0 0 26430 4870,5
Men
2011 177 247
COG Valledupar 0 0 0 0 0 0 2 0 17884,5 4309,5 Women
Men
2012 635 377
COG Cota 0 0 0 0 0 0 0 0 4200 2172,5 Women
ECG Hatonuevo 0 0 0 0 0 0 0 0 15110 0 2013 637 136
1000
ECG Jagua del 2014 353 860
0 0 0 0 0 0 1 0 29704 0
Pilar
2015 576 348
ECG Casacara 0 0 0 0 0 0 0 0 17694,5 0
2016 496 317
ECG Curumani 0 0 0 0 0 0 0 0 12585 0
ECG Norean 0 0 0 0 0 0 0 0 20813 0
ECG San Alberto 0 0 0 0 0 0 1 0 12509,5 0
ECG Barrancaber-
Evaluate the performance in the area of Occupational Health and Safety of the
CHALLENGES
0 0 1 0 0 0 0 0 29878,5 2091
meja
500
Companys direct contractors.

ECG Vasconia FOR 2017
550
0 0 4 0 0 0 0 0 13521,5 0
Strengthen the Occupational Health and Safety programs in critical activities
278
ECG Puente
218
0 0 1 0 0 0 0 0 17487 2431
Guillermo (work at heights, work in confined spaces, load hoisting and dangerous energies).
ECG Miraflores 0 0 0 0 0 0 0 0 19618,5 0
Reinforce the Companys culture of self-care.
ECG Padua 0 0 0 0 0 0 0 0 12228,5 0
370
ECG Mariquita 0 0 0 0 0 0 0 0 21516 2344,05

Achieve the goals related to the Occupational Health and Safety Indicators,
81
396
52
according to the Operational Strategic Plan, with an annual reduction of 30% in

80
ECG Sabana 0 0 0 0 0 0 2 0 2065,5 0

288
LTIF (Lost Time Incident Frequency) and 20% in Frequency Index / Severity Index
100
127
Sede - Admn. -
42
Bogot 0 0 0 4 0 0 0 0 203040,5 133841 from 2016 target.

2013
2014
2015
2011
2012
2016
Total 0 0 12 5 0 0 10 0 551497 173501,05
16
86
MANAGEMENT APPROACH
Global Compact
Environment
TGIs environmental commit- goals it affects with its environ-
it is very important for ment contemplates prevention, mental impacts; e.g. GHG emis-
TGI to commence in mitigation and correction prin- sions impact climate change
2017 projects for ciples as well as identification
and valuation methodology for
and, therefore, the countrys
goal to achieve its reduction.
the reduction of fugitive environmental aspects and im- That is why it is very important
emissions pacts caused by the provision for TGI to commence in 2017
of natural gas transportation projects for the reduction of
services. To make it come true, fugitive emissions and volun-
TGI plans, designs, builds, holds tary compensation of its direct
06
and deploys administrative and emissions.
operational infrastructure in
Environmental noise direct-
harmony with the environment,
ly affects communities nearby
in compliance with the appli-
compressor stations because
cable rules, adopted voluntary
during the operation of units
agreements, and development
levels of noise exceed the
of communications, innovation
maximum permitted levels by
and liaising strategies with its
regulation, which is why the
groups of interest.
Company has put soundproo-
Therefore, the Company has fing systems in place to reduce
identified Greenhouse Gas (GHG) these levels and ensure they
emissions, generation of hazar- fall within the permitted limits.
dous wastes and noise emission Being TGI a member of the UN
as the most significant environ- Global Compact in Colombia, it
mental impacts during infras- is aligned with the initiative to
ENVIRONMENTALLY tructure construction, operation encourage the achievement of
and maintenance. the UN development goals and
RESPONSIBLE business practices based upon
Similarly, it has identified universal principles contributing
groups of interest and global
to generating a more stable, TGI is also an ANDESCO mem- Coupled with its interest in en- correspond to La Sabana Gas The lead team in this matter
more equitable and more inclu- ber (acronym in Spanish for Na- suring community welfare wi- Compressor Station, Mariquita at the administrative office is
sive market in development of tional Association of Utility and thin a respectful environment, Gas Compressor Station and responsible for the planning,
GRI more prosperous societies. Communication Companies) TGI also ensures the environ- Administrative Office. follow-up and control of pro-
102-11 committed to the promotion of mental legal requirements are grams, requirements and un-
TGI holds a preventive approach The main management core
by establishing operational con- business and community en- followed, especially such requi- dertaken commitments, which
vironmental management fo- rements derived from licenses in this matter corresponds to are implemented and execu-
trols that allow for a decrease Grupo Energa de Bogot Envi-
in emission generation to the llowing sustainability principles and permits necessary for the ted by field experts appoin-
with the latter being unders- construction, operation and ronmental Policy, which provi- ted to operating centers, thus
atmosphere on application of des for guidelines upon which
operational best practices, and tood as the proper balance be- maintenance of transportation fully covering the Companys
tween the environment, the so- infrastructure. it commits to environmenta- infrastructure within the envi-
also continuing with initiatives lly sustainable development,
defined in its environmental cial, and the economic to reach ronmental field. During 2016,
Sustainable Development. The foregoing based on the incorporating eco-efficiency the budget for operations and
management programs. strict implementation of ISO goals into its energy perfor- maintenance activities was
14001 and ISO 50001, which mance, waste management 3.200 MM, which were used for
were applied a fo- and water consumption as well assurance of environmental le-
llow-up audit in as biodiversity protection and gal requirements.
2016, with satisfac- climate change management.
tory results leading to The Company has in place a re-
recommendations by Implementation of such poli- cord and follow-up tool for re-
the certifying entity cy above and adoption of such quests, complaints and claims
Bureau Veritas to commitments are monitored submitted to TGI by groups of
TGI holds a preventive continue with the ob- by the HSEQ section to ensure interest, including environmen-
compliance with the legal requi-
approach by establishing tained certifications tal issues mostly received by
for administrative rements and corporate respon- the environmental authorities,
operational controls that sibilities in sustainability good
allow for a decrease in and operating work ensuring their processing du-
centers as well as practices, including planning, ring the set period.
emission generation to the implementation, execution, fo-
with respect to ISO
atmosphere 50001, according to llow-up, technical guidance, as-
provided limits, which sessment and improvement.
90
COST, EXPENSE AND ENVIRONMENTAL INVESTMENT INDICATOR

TGI has the following environmental programs in place:
Climate Change Management Program, the objective of which is to design, Costs, expenses and environmental
establish and encourage the implementation of action plans and initiatives investments (expressed in millions 2012 2013 2014 2015 2016
of Colombian Pesos)
that help reduce or compensate greenhouse gas emissions, including such
initiatives helping the Company have energy efficiency within its adminis-
trative, operations and maintenance processes for gas transportation in- stments and waste management and 293,00 446,00 419,00 547,00 501,94
byproducts
frastructure.
Comprehensive Waste Management Program, the objective of which is Investments and atmospheric emission 39,00 129,00 669,00 63,80 0,00
control (*)
to mitigate environmental impact caused by wastes generated during the
normal course of operations and maintenance by implementing tools that
Administration of Environmental Manage-
allow for ecological awareness raising and commitment to the development System (**)
5.514,00 1.373,00 2.037,00 2.147,80 3.204,65
ment of best practices by the Companys staff and ensuring the appropriate
use and/or final disposal of such wastes.
Education and training 32,00 18,00 17,00 12,00 35,17
Effective water use and saving program: even if no significant impacts are
caused on water, proposed actions are intended to control water consump- Soundproofing projects
1.132,00 1.264,00 1.267,00 1.241,50 0,00
tion in carried out activities and get to optimally use it by implementing
tools that allow for ecological awareness raising and commitment to the
Other: permits, processes with the
implementation of good practices applied by cooperators, contractors and environmental authority 430,00 1.740,00 233,00 543,80 1071,52
visitors.
This issue is assessed through internal and external audits regarding En- Sanctions 0,00 0,00 0,00 0,00 0,00
vironmental Management and Energy System as per ISO 14001 and ISO
50001 as well as through the Companys Internal Audit Management, Environmental commitment activities,
which, in 2016, conducted the verification of compliance with the legal re- maintenance for STARD, deep wells, 2.048,00 1.697,60 4.375,04
reforestations, monitoring, etc.
quirements.
Studies 318,32
Total 7.440,00 4.971,00 6.690,00 6.253,50 9.506,64
(*) Investments and atmospheric emission control: payment of emission permits in Padua and Mariquita, and mo-
nitoring of pressure levels and air quality.
(**) Administration of Environmental Management System: including fees for performance of services and plant
personnel
For the 2016 report, total investment in expansion projects (payments to

environmental authorities and environmental impact assessment) were
considered as well as acquisition of premises for compensations.
92
6.1. CLIMATE CHANGE

M AN AG EM EN T
ODS 13
It is very important for TGI to Energy review update at
identify sources, drains or de- work centers falling within the
posits of Greenhouse Gases as scope of ISO 50001.
well as the quantification of its
Inventory of greenhouse gas
direct and indirect emissions as-
emissions (Scope 1, 2 and 3) of
sociated with its production ac-
the administrative office, 6 dis-
tivities, because it emits signifi-
tricts and 13 gas compressor
cant amounts of methane upon
stations.
natural gas transportation du-
ring normal operations, routine Energy saving and climate
maintenance and emergencies. change awareness campaigns.
Methane (CH4) is the second In 2016 the activities of the Ins-
most important greenhouse pection and Driven Maintenan-
gas emitted by human activities ce (I&MD, acronym in Spanish)
after carbon dioxide (CO2). It is project for TGI gas infrastruc-
responsible for over one third of ture related fugitive emissions
anthropogenic climate change. were ceased due to review of
Therefore, TGI undertakes to strategic direction and they
continue to implement actions are expected to restart in 2017
intended to reduce emissions, through quantification of such
to promote awareness of pre- emissions in District IV and Dis-
vention and mitigation of such trict V, thus covering 100% of
emissions and compensation gas transportation infrastruc-
of generated emissions. ture, which allows for reporting
indicators set out by sustaina-
The Company strengthened in
bility standards and reviewing
2016 its Climate Change Ma-
the baseline according to which
nagement Program upon the
reduction goals are set.
following activities:
94
ENERGY CONSUMPTION WITHIN THE ORGANIZATION DIRECT GREENHOUSE GAS EMISSIONS
ODS 7 (7.2; 7.3); ODS 8 (8.4); ODS 12 (12.2) GRI GRI

302-1 305-1 Emissions in Tons of
For the generation of information on natural gas consumption, TGI im- 2012 2013 2014 2016
CO2 equivalent
plements daily reports on combustible natural gas consumption as re- GRI
ported by operators from each compressor station, who get data from 302-2
flow meters; and in the event that these are not available for mainte- Direct emissions* 7.844 8.593 9.974 10.677
nance, by calculating the average based on consumption history. GRI
303-1 Controlled gas leaks 93.245 27.086 17.696 12.904
Fugitive emissions** 98.397 81.447,7 58.384,0 23.632

Energy consumption
within the Organization 2012 2013 2014 2015 2017 Other direct emis- 96.567,2 98.690 60.461
(Giga Joules) 88.108
sions***
Natural gas consump- Total emissions 287.594 213.694 184.744,1 107.673

1.845.580 1.596.024 1.909.035 1.976.280 1.516.716
tion**
* Combustion processes such as open-air burning of gas
** Proven and potential identified leaks by infrared cameras and methodology agreed upon with CDT de Gas.
Purchased energy
3.685 10.257 8.658 8.623 8.809,99 ***Natural Gas used as fuel for operation of compressor units.
consumption*
Total energy con- REDUCTION OF GREENHOUSE GAS EMISSIONS

1.849.265 1.606.281 1.917.693 1.984.903 1.538.007,99
sumption
2013 2014 2015 2016

In respect of decrease in natural gas consumption during 2016 vs
2015, mainly corresponding to reduction in gas thermal power genera- 287.594* 213.694* 184.744,1* 107.673*
Comments tion in the interior of the country, which decreased by 17.8% compared
to 2015. This situation made the use of compressor stations fall, thus Decrease in combustible natural gas consumption, see
Comments
leading to lower consumption of combustible gas EN3 EN4 indicator
*Tons of CO2 equivalent Scope 1

*Factor used for KwH - GJ conversion was 0,0036.
** Factor used for MBTU - GJ conversion was 1.05587.
96
For the taking of the Greenhou- se Gas (GHG) inventories for Information System (SIMEC,
se Gas inventory, the Company companies and organizations, acronym in Spanish) which, in
used as reference the provi- and for the presentation of return, present the Environmen-
ports on such inventories.
sions of World Resources Insti-
tute (WRI) and World Business Also, emission factors for Co-
tal Energy Mining Information
System (SIAME, acronym in 6.2. WASTES
Council for Sustainable Develo- lombian fuels published by the Spanish) module. SIAME esti-
pment (WBCSD) as well as NTC- Energy Mining Planning Unit mates the emission factors for
ISO 14064-1, which specifies (UPME, acronym in Spanish) fuels in Colombia.
the principles and requirements were considered as well as BY TOTAL WASTE, ACCORDING TO TREATMENT TYPE AND METHOD
for the design, development emission factors for fuels ba-
and management of Greenhou- sed on the Colombian Energy
GRI
306-2 Generated waste 2012 2013 2014 2015 2016
BURNT AND VENTED HYDROCARBONS 2014 - 2015
Recycling 1 TON 4 TON 6 TON 6 TON 4,5 TON
Hydrocarbons Incineration ND 3 TON 3 TON 0,5 TON 0 TON

expressed in 2013 2014 2015 2016
KCF/D
Hazardous landfill 11 TON 4 TON 7 TON 1,4 TON
Used 41 TON 379 TON 478 TON 395 TON 354 TON
Volume of vented
hydrocarbons 233.137,10 57.458,90 37.882,00 71.491,07 Generated waste 2012 2013 2014 2015 2016
Landfill 10 TON 7,9 TON 9 TON

Volume of burnt
hydrocarbons * 1.475.882,30 1,650.976,1 1.722.486,60 1.344.682,11 Recycling 3 TON 5 TON 3.7 TON 4,3 TON 4 TON
Total volume of
burnt and vented WASTE MANAGEMENT In 2016 and across all operating of which should be extended in
hydrocarbons ex- 1.709.019,40 1.708.435,10 1.760.368,60 1.416.173,18
OPTIMIZATION centers, through the Compre- 2017 to the operating centers.
pressed in KCF/D hensive Waste Management As regards initiative formulation
Program, an awareness and to support reduction of hazar-
Produced or education campaign was imple- dous wastes generated at work
transported 167.196.810.000 180.506.079.000 190.847.052.000 163.819.317.758,34 mented for the Companys em- centers as a commitment re-
volume ployees in connection with initial ported as part of 2015 manage-
waste segregation and reduc- ment, the Company continued
Volume ration for tion of waste generation. to ensure appropriate waste
burnt and vented management and final disposal
hydrocarbon The administrative office en- in compliance with the legal re-
vs produced, 0,001022% 0,000950% 0,000000% 0,000864%
tered into an agreement with quirements, and works on this
transported Cooperativa de Recicladores El initiative will continue for repor-
hydrocarbons Porvenir, the implementation ting in 2017.
* It corresponds to combustible gas used for compressor units and burnt gas at TEA.
98
6.3. BIODIVERSITY
MAJOR ACHIEVEMENTS IN 2016
80% 95% 95% 96% 90% 75%

ODS 15
TGI builds, operates and keeps

linear projects that affect flo- Flora biodiversity Fauna biodiversity Oak planting School plant
Forbidden species Sowing day
ra, fauna, soil, vegetation and nursery
catalog activities
water across the path where
gas pipelines are located or gas
Sampling through 30 transects Draw up minutes of commit- Selection of optimum Selection of optimum Draw up minutes of com- Visit to the municipali-
compressor stations are built.
and plots in selected areas across ment with the Community Action sub-moor areas for re- sub-moor areas for mitment with the Com- ties of Miraflores, Zeta-
This is why TGI prepares and
stretches II, III, IV and V corres- Boards for the development of search. Flora sampling research. Fauna sam- munity Action Boards quira, Jenesano, Rami-
follows up and controls conti-
ponding to ATV 027, ATV 028 and plantations in community fields. in Bijagual (Boyac) pling in Bijagual (Boya- for the development of riqui and Santa Sofa to
nuously its environmental ma-
ATV 029 obligations. Analysis of Establishment of tree plantations moors and Merchan c) moors and Merchan plantations in community start constructing plant
nagement plan, which provides
results and determination of 156 corresponding to stretch III and IV complex (Boyac-San- complex (Boyac-San- fields. Establishment of nurseries. Completion
for actions necessary to pre-
species of vascular and non-vas- in the municipalities of Jenesano, tander) of stretches II, tander) of stretches II, tree plantations corres- of general structure for
vent, mitigate, control, compen-
cular epiphytes. Design and pre- Boyac and Santa Sofa, in com- III, IV and V in complian- III, IV and V in complian- ponding to stretch III and 4 school tree nurseries
sate and correct any potential
paration of dissemination brochu- pliance with ATV 028 obligation. ce with ATV 027, ATV ce with ATV 027, ATV IV in the municipalities and improvement of
negative environmental effects
re models, didactical books, school Performance of three mainte- 028 and ATV 029 obli- 028 and ATV 029 obli- of Jenesano, Boyac and other two production
or impacts caused by the deve-
catalogs and luxury catalogs. nance processes for plantations gations. Analysis of re- gations. Analysis of re- Santa Sofa, in compliance plant nurseries.
lopment of each project.
for their optimum development. sults and identification sults and identification with ATV 028 obligation.
of 85 species of birds, of 85 species of birds, Performance of three
mammals and herpe- mammals and herpe- maintenance processes
95% 40%
tofauna. Disclosure of tofauna. Disclosure of for plantations for their
ENVIRONMENTAL information at schools information at schools optimum development.
COMPENSATION participating in the pro- participating in the pro-
PROJECTS ject. ject.
Environmental Tree fern planting
education
In addition to Management ac-
tivities before regional corpo- Provision of 50 workshops and Visit to the municipality of Otan-
rations (CORPOCHIVOR, COR- trainings on forbidden species che to select the plantation area.
POBOYACA, CORPORINOQUIA for children, teachers and rural Plant 40 tree fern seedlings co-
and CAS) for agreement upon community in the municipalities rresponding to stretch V in com-
projects, the following actions of Casanare, Boyac and San- pliance with ATV 029 obligation.
and their current performance tander for stretches II, III, IV and V
status are presented: in compliance with ATV 027, ATV
028 and ATV 029 obligations.
100
Even if the Company may not report

GRI
307-1 for 2016 its level of compliance with
its specific environmental legal requi- Total number of environmental
rements considering the aforemen- impact claims filed during 2016 3
6.4. COMPLIANCE WITH tioned verification and assessment
project, for such period no claims or
L EG AL R EQ U I R E ME NT S sanctions by authorities upon failure Please state the number of
to comply with the environmental le- claims:
gislation and regulation are reported. were addressed during the re- 3
porting period
REGULATORY INSTRUMENTS FOR GRI For this indicator, environmental
MANAGEMENT 103-2 claims were defined as claims issued
by the environmental authorities,
were settled during the repor-
communities or other stakeholders, ting period 3
The main regulatory instruments for the design, which may have been submitted to
construction and/or operation are as follows: Na- TGI upon written communication
tional Code of Natural Resources 2811 of 1974 and thereof, notifying of environmen-
Law 99 of 1993 and Decree 1076 whereby Single Please state the total number
tal impacts or effects caused by the
of environmental impact claims
Regulatory Decree for Environment Sector and Company during its construction, filed before and were settled 0
Sustainable Development was issued. operation, maintenance, emergen- during such period.
cy and disassembly activities, or re-
quests not included in the general
PROCESSES WITH ENVIRONMENTAL and specific legal requirements in Requests are related to:
AUTHORITIES relation to the environmental files.
These claims have been included as Assistance in incident occurred at Miraflores
the tool defined by the Company for Compressor Stations.
Processes with the environmental authorities are tify requirements and/or criteria provided for by the such purpose.
Follow up on environmental damage mitigation
carried out through the Sustainable Development various authorities in regulations, administrative
request at QUINTA VEREDA TIGRANA
Management, with its field experts and administra- acts and official letters; and assess its correspon-
tive professionals acting as the communication liai- ding compliance, which will allow for planning and Contingency plan request for potential La Nia
sing representing the Company for environment pro- programming of necessary activities and appoint- phenomenon 2016-2018, internal communi-
tection, sustainable development, proper renewable ment of personnel for management and comple- cation - Ministry of Mines No. 2016039373 da-
natural resource management related matters. tion of provided obligations. 2017 CHALLENGES ted June 16, 2016.
This liaising includes obtaining environmental con- For the purpose of verifying the Companys level
cessions, permits, authorizations and licenses ne- of compliance with the fulfillment and completion
cessary for the company to be able to build, operate of environmental legal obligations provided by the
and maintain its projects; compliance with require- Authorities, a contracting process was conducted Continue with the inspection and measurement of the CO2 emission indicator baseline.
ments derived from environmental assessment, by late 2016 for the update, assessment and as- 66.3% of the total measured infrastructure is expected to be reached by 2016 (Sic).
control and monitoring; as well as compliance with surance of the Companys specific environmental Reduce fugitive emissions by 7.9 Ton CO2e per km O&M
the applicable legal requirements. legal requirement matrixes within each environ-
mental files. Voluntary compensation of GHG (scope 1). 3 TonCO2e per km O&M
The general and specific environmental legal requi-
rement matrix of the project the tool used to iden- Extend the scope of ISO 50001 to another two operating centers
102
7.1. SUPPORT TO THE MOST VULNERABLE POPULATION

IN OUR AR EAS OF INFLU ENC E
MANAGEMENT DEVELOPMENT
GRI
413-1 APPROACH MANAGEMENT:
whereby the Company has
Grupo Energa de Bogot Sus- gone beyond the license
tainability Policy, adopted by TGI, and social compensation
provided for Companies to con- requirements with actions
tinue with responsible social and intended to improve socioe-
economic development in com- conomic conditions in com-
munities in areas where we have munities nearby our areas
presence, seeking feasibility and of operation, thus changing
sustainability of the Companys quality of life for thousands
projects. This is realized through of families across the area
the Social Management Section, of influence, through basic
as part of the Sustainable Deve- remediation works, road and
lopment Management. energy infrastructure, qua-
This matter means direct su- lity education, institutional
pport to development, together strengthening, self-mana-
07
with the operation of the largest gement processes, etc.
and the most efficient energy
gas network in the country, which
COMMUNICATION:
means apart from improvement intended for the development
in quality of life for communities of strategies that may help
nearby a contribution to building strengthen TGI corporate
a permanent and proactive liai- image and brand positioning
sing fabric with groups of interest before audiences of interest,
for the purposes of joining forces information sharing, recipro-
for the achievement of common cal attitudes, and response
goals, looking to generate emplo- to concerns raised by leaders,
yment opportunities locally, re- communities and institutional
gionally and nationally. representatives.
SOCIALLY TGI has two strategic lines to ma-

nage this matter:
RESPONSIBLE
With the foregoing TGI imple- It is to note that initiatives current procedures and/or re- nagement activities, adopting
ments an intervention strategy
that allows for the identification,
Basic remediation. should be proposed and prio- gulatory provisions on social and reporting best practices in
ritized by them upon a written investment resource manage- the context of shared value and
prevention, mitigation, control of agreement supporting the pro- ment. The appropriate mana- recognition of groups of inte-
and compensation for social im-
pacts caused by the Companys
Construction of social infrastructure ject justification. Similarly, we
try to connect the territorial en-
gement of expectations, dialo-
gue and resources allocated to
rest in socioeconomic develo-
pment actions, comprehensive
infrastructure and operation in its (healthcare centers, schools, roads, etc.). tity with the community and/or community contributes to the risk management, biodiversity
Areas of Influence (AI). This means institutions as trainers and/or mitigation of risks associated and eco-efficiency.
that parallel to the execution of technical advisors for the pro- with both parties.
construction, operation and main-
tenance efforts, resources are in-
Provision of computer hardware to cess and the Company. Goals are related to efficient
From the social perspective, investment of resources allo-
vested for improvement in quality education centers. Social, economic and environ- impacts of projects related to cated to communities. Projects
of life and compensation projects mental consensus about cons- the gas pipeline operation are are mostly executed upon tri-
are developed in compliance with truction and/or expansion of caused especially by groups partite agreements where the
the provisions of Environmental Assistance in developing sustainable infrastructure projects is some- of interest during pre and purpose, scope, resources and
Management Plans (PMA, acron-
ym in Spanish), all of the foregoing production projects. times challenging, considering
the effect on na-
post-phases: community, lo-
cal authorities, natural leaders
term for execution are defined.
For performance assessment
accompanied by training proces- tural and landsca- and Community Action Boards, in this area, there are mecha-
ses on the following: pe resources har- professional association repre- nisms in place for Internal Con-
ming communities sentatives, among others. The trol Audit, District Control and
in the areas of in- Company, through awareness joint assessments with com-
fluence of projects. and information scenarios, tries munity by the end of projects,
It also impacts the to make community expecta- in the Satisfactorily Received
construction, ope- tions known and, thus, include process of resources contem-
ration and main- them in the compensation and plated as a contribution by the
tenance processes SR projects. Company, which results in an
of the Companys investment follow-up indicator
gas transportation The foregoing is in line with compared to allocated budget
infrastructure. the Environmental Licensing to such end. During 2016 new
criteria for infrastructure cons- control mechanisms sugges-
There is conti- truction, operation and mainte- ted by observations provided
When supporting groups of interest nearby, TGI keeps its nuous liaising by nance, with the UN Global Com- during audit process or by the
commitment in mind: social professio- pacts Ten Principles, and with Companys Supply and Admi-
nals appointed to Grupo Energa de Bogot Sus- nistration departments were
Community should take part in decisions about prio- each TGI district, tainability Strategy, intended to adopted.
ritization of the object of investment, acting as an ac- who enforce the guide its cross sustainable ma-
tive entity in the project execution. Also, the inclusion
of recourses from the territorial entity (Mayors Office,
Governors Office, State) should be obtained.
106
4%
STRATEGIC PROJECTS the context of strategic manage-
FOR COUNTRYSIDE ment of new projects, including
WOMEN specific communication and liai-
Agreement with the Wayuu sing guidelines for intervention in 6%
ODS 8; ODS 5 Epinay community (To be communities. It is expected to be
entered into): Its purpose is applicable to the operation of the
In December 2016 the new Cor- to join forces for the cons- Social area.
porate Sustainability Policy and truction and implementation
the sustainability strategy were of an artisan collection cen- ENTREPRENEURSHIP
approved by Grupo Energa ter in Pjaro sector, munici- PROJECTS
de Bogot Board of Directors, pality of Manaure Gender
which policy provides for a com-
mitment to respect for diversity
Perspective. The implemented improvement ac-
tions include the proposed goal for
3% 13%
as a cross guideline within all of the annual performance plan for So-
the Companys processes, con- cial Management, the purpose of
templating participation, emplo-
Agreement with Asociacin
which was the signing, execution and 58% 5%
yment opportunity and opinion
de Mujeres Emprendedoras
de Gualanday (To be ente- close of 15 social compensation and 4%
scenarios. red into): Creation of a sus- entrepreneurship agreements with
communities and resettled families.
During that same year an agree-
tainable production unit with
organized, trained microbu- 6%
ment was executed and two
strategic projects are being de-
siness families of the Area of
Entering into and execution
1%
Influence of the gas
veloped to provide countryside of 14 in 15 agreements.
and indigenous women with
opportunities: Close of 10 in 15
agreements.
VA LU E AG R E E M E N T S S I N C E 2 0 0 9
COMPENSATION TO COM-
Agreement with Waleker MUNITIES TGI -ECOPETROL-
Antioquia $264.181.147
Association of Artisans MUNICIPAL MAYORS
(Executed): it corresponds In 2016, the adjustment of pro- OFFICE OF YOND Boyac $5.565.113.795
to the purchase of 100 cedures regarding the execu- AGREEMENT
Casanare $493.771.202
traditional backpacks to tion of agreements was con- Appropriate Management
strengthen good relations sidered among the continuous Cesar $558.408.976
that included an agreement
with TGI SA ESP groups of improvement actions in Social to implement a temporary $423.193.492
interest, such as suppliers, Management, with the purpose
Cundinamarca
solution in the context of
shareholders and Board of of speeding up formalities and social gasification program, Guajira $365.922.222
Directors, to be delivered as preventing any setbacks. In this which looks to mitigate im-
promotional material. regard, a Service Level Agree- Meta $50.000.000
pacts from stopping irregu-
ment has been prepared, which lar gas connections in the $1.280.062.714
Santander
has been initially framed under municipality of Yond.
Tolima $533.814.293
Total $9.524.467.841
108
DETAILS OF AGREEMENTS AGR E E ME N T MU N ICIPA LITY P U R P O S E
6500002272 La Belleza Agreement between TGI S.A. ESP and JAIME RAMIRO
AG R E E M E N T M U N IC IPAL IT Y P URP OSE TELLEZ VELASCO, on behalf of resettled families, for the
provision of materials, supplies and/or tools required for
the development of a production project Production Unit
6500002251 Tauramena Agreement between TGI S.A. ESP and the Community for dual-purpose cattle raising and trading to be imple-
Action Board of El Palmar for the supply of 36 male zebu mented at El Porvenir Farm, in La Playa, Municipality of La
cattle to benefit the production reactivation processes for Belleza - Santander.
36 families in El Palmar, municipality of Tauramena
(Casanare).
6500002315 Otanche Agreement between TGI S.A. ESP and RITO ALFONSO
6500002307 Honda Agreement between TGI S.A. ESP, the municipality of CUADROS, on behalf of resettled families, for the provision
Honda and the Community Action Board of Perico for the of materials, supplies, tools and/or livestock required for
supply of materials for the construction of a community the development of a production project Production Unit
room in Perico, municipality of Honda - Tolima. for steer raising and trading in San Jos de Nazareth,
Municipality of Otanche - Boyac.
6500002273 La Belleza Agreement between TGI S.A. ESP and RITA JULIA TELLEZ,
on behalf of resettled families, for the provision of materi-
6500002317 Otanche Agreement between TGI S.A. ESP and FAIR LINDOLFO
als, supplies and/or tools required for the development of a
OCAA ESPEJO, on behalf of resettled families, for the
production project Production Unit for dual-purpose cattle
provision of materials, supplies, tools and/or livestock
raising and trading to be implemented at Mata de Platano
required for the development of a production project Pro-
Farm, in San Cayetano, Municipality of La Belleza -
duction Unit for steer raising and trading in San Jos de
Santander.
Nazareth, Municipality of Otanche - Boyac.
6500002271 La Belleza
Agreement between TGI SA. ESP and EXCELINO BAUTISTA,
on behalf of resettled families, for the provision of materi-
6500002316 Otanche Agreement between TGI S.A. ESP and ADA LILIA ESPEJO, on
als, supplies and/or tools required for the development of a
behalf of resettled families, for the provision of materials,
production project Production Unit for dual-purpose cattle
supplies, tools and/or livestock required for the develop-
raising and trading to be implemented at El Polvillo Gana-
ment of a production project Production Unit for steer
dero, in Otro Mundo, Municipality of Florin- Santander.
raising and trading in Cartagena, Municipality of Otanche -
Boyac
6500002274 La Belleza Agreement between TGI S.A. ESP and AYDE ROMERO
ARIZA, on behalf of resettled families, for the provision of
6500002296 Boyac Agreement between TGI S.A. ESP and MARCO FIDEL BER-
materials, supplies and/or tools required for the develop-
MUDEZ ARIAS, on behalf of resettled families, for the
ment of a production project Production Unit for dual-pur-
pose cattle raising and trading to be implemented at La
required for the development of a production project
Esperanza Farm, in San Cayetano, Municipality of La
Dual-purpose cattle raising in La Palma, located in Huerta
Belleza - Santander.
Grande, Municipality of Boyac - Boyac.
110
It is to mention that national OPERATIONS WITH ENGAGEMENT OF LOCAL COMMUNITY,

AG R E E M E NT M U NI C I PA LI TY PU R PO S E
and regional entities such as the IMPACT MEASUREMENT AND PROGRAM DEVELOPMENT:
National Hydrocarbons Agency
6500002295 Jenesano Agreement to be entered into by and between TGI S.A. ESP (ANH), National Risk Manage-
and MARTHA ISABEL SUAREZ MENDOZA, on behalf of ment System and SENA have Activities and/or scenarios led by the Company with the community
resettled families, for the provision of materials, supplies, provided their assistance for being continuously engaged are as follows:
tools and/or livestock required for the development of a the appropriate management of
production project Dual-purpose cattle raising, in San
such aspects relating to Decree
Joaqun, located in Nonceta, Municipality of Jenesano -
Boyac.
1668 of 2016 on employment
contracting in the hydrocarbon
sector. Workshops on community risk management plans
Agreement between TGI S.A. ESP and LUIS MARTIN Workshops on awareness of environmental matters
6500002298 Jenesano
CASTRO MARTINEZ, on behalf of resettled families, for the
provision of materials, supplies, tools and/or livestock Training and/or education processes in strategic alliance
required for the development of a production project with SENA, Mayors Offices, National Police and other enti-
Dual-purpose cattle raising, in San Felipe, located in ties generally in connection with sustainable projects.
Palenque, Municipality of Jenesano - Boyac.
6500002297 Jenesano Agreement between TGI S.A. ESP and MARIA PATRICIA
ORTIZ PAEZ, on behalf of resettled families, for the provi-
sion of materials, supplies, tools and/or livestock required
for the development of a production project Dual-purpose
cattle raising, in La Planada, located in Nonceta, Municipal-
ity of Jenesano - Boyac.
6500002294 Ventaquemada Agreement between TGI S.A. ESP and MARIA DEL CARMEN
MESA DE MESA, on behalf of resettled families, for the
required for the development of a production project
Dual-purpose cattle raising, in Puente de Boyac, Munici-
pality of Ventaquemada - Boyac.
LIAISING WITH INSTITUTIONS
As part of liaising with key institutions, a Key Audience Mapping was defined in 2016 contemplating
the development of priority liaising strategies with groups of interest relevant to the Companys pro-
cesses and interest; whereby the social fabric network is intended to be also expanded to establish
strategic alliances also favorable to certain initiatives of these groups.
112
Positive impact Negative impact
Employment contractl Non-compliance upon

As a mechanism to measure salary payment.
impact caused by the develop-
Non-compliance with
ment of these programs, which Economic activation commitments undertaken
of the region
are permanently included in with suppliers
the liaising and social manage-
ment strategy, the Data Sheet Negative impact Action developed by TGI
for Awareness Activity Assess-
ment, where participants ex- Failure to pay salaries TGI agreed with BELLELLI to
press their opinions about any to employees pay outstanding salaries to
AID workers.
event related aspects, include
as follows:
Debts owed to suppliers TGI quantified local debts and
reviewed the various legal
alternatives to provide prompt
solutions
Training content.
Support material. Relationship TGI directors met with local
Logistics. deterioration with local authorities of Puente Nacional,
authorities Miraflores and Vasconia
Trainers performance.
Significance of topics.
Lack of information by Information meetings at AIDs
AID on project status in connection with clarifications
about the project status
Suggestions and improvement
actions for the process are also
Outstanding voluntary Review of signed agreements
requested to be provided, whe- investment claims by the contractor and the
reby participants have been community
given the opportunity to par-
ticipate in the design and sco-
pe of the creation of next-year
process. IMPACTS ON COMMUNITY AND TAKEN ACTIONS As a background illustration, du- were on strike demanding the el respeto a las comunidades de
ring the Execution of the Cusiana satisfaction of their unmet basic Boyac y Casanare.
In this regard, impact has been Phase I and II Expansion Project, needs, increase in social com-
especially for the expansion of pensation and salary raise, bloc- Therefore, extra charges were
highly positive considering that GRI These are work centers with
413-2 Miraflores station and the cons- king, as their pressure strategy, assumed by the Company, such
98% of participants have provided negative impacts:
truction of five loops in Phase II, access to personnel and preven- as qualified and non-qualified
positive opinions about company
Miraflores Gas Compressor Cusiana-El Porvenir- Miraflores- ting use of TGI and ECOPETROL manpower as well as an increa-
led processes; how they interact
Station Samac, Santa Sofa Puente equipment implemented for the se in compensations initially
and emphasize their awareness,
Guillermo and La Belleza El Ca- construction of the Andean Pi- agreed upon, and charges in
information, risk management or Puente Guillermo Gas Com-
milo, communities in the munici- peline, creating a regional move- addition to costs initially agreed
other purposes. pressor Station
palities of Boyac and Casanare ment known as: Movimiento por upon with the community.
114
GRI
103-2
24
The Company has developed me- training and technical advice
Total number of social impact claims filed in 2016
chanisms to follow the communi- processes during the launch
tys requirements. For example, in and consolidation phases of Generation of social liabi-
2
2016 the Company considered the the production experience, su- lities by the contractors: Community expectations
statement made by community Please state how may claims: and requirements ex-
were addressed during the reporting period pported by specialized bodies debts owed to local su-
leaders of the municipality of La such as SENA. These projects ppliers for material su- ceeding the Companys
22
Belleza (Santander) about the de- have favored the improvement pply, restaurant services, compensation and vo-
velopment of social compensation were settled during the reporting period.
in quality of life for resettled fa- security, salaries, etc. luntary investment para-
processes and existence of unpaid milies, who have kicked off their meters.
social items generated by TGI con- Disagreement upon local
production capacity, together Prevailing coercion ac-
manpower contracting
6
tractors in connection with the Ex- Please state the total number of social impact claims
with the technical qualification
pansion Project (Construction of El filed before and settled during the reporting period. criteria because TGI asks tions upon disagreement
of their agricultural activities or manipulation of cer-
Porvenir - La Belleza Loop). contractors to follow the
and the contribution of seed tain community leaders
parameters provided by
Therefore, an immediate action capital by the Company. For nearby the Companys
Law, and the community
plan was created, which helped: aspects assessed in these pro- infrastructure, which
opposes this kind of me-
SOCIOECONOMIC IMPACTS ON GRI cesses, income today exceeds
chanisms. have sometimes gene-
203-2 the basis of their previous hou-
COMMUNITIES rated roadblocks preven-
sehold economy. Some cases are related ting access to the Com-
Consider the opinion of to right of way, damage panys facilities.
GRI G4-OG10 Indicator Community
the beneficiary community TGI significant economic im- operation of benefited entities reconciliation.
Conflicts Massive right of way in-
about the scope of social pacts during 2016 include so- and contribute to safety and vasion of the gas pipeli-
compensation projects. cial compensation and invest- strengthening of Local Com- In 2016, from all of the gas
ne and, in Yond sector
ment projects that positively munity Development Plans, as transportation structure with
Speed up formalities to Antioquia, natural gas
reached over 40 communities well as to dynamization of basic an area of influence that covers
grant resources to resettled In this regard, conflict situa- illicitly taken from Eco-
in the Areas of Influence. In this economy of income generation 14 departments, 157 muni-
families. tions with communities nearby petrols pipeline.
regard, voluntary investment organizations, and sustainable cipalities, and 728 communi-
Reach agreements with projects were developed, such development for the region, ties 21 significant situations the gas pipeline infrastructu- Opposition by commu-
municipal authorities for as Fire Station Supply in the respectively. relating to community relations re, which given their impor- nity to the development
joint implementation of in- Municipality of Saldaa, and were settled, where 57% have tance have been prioritized in of new projects, which
Equipment and Supplies for Resettlement projects were backgrounds dating back to one the constant liaising dynamics has been expressed in
vestment projects, natural
Waleker Association of Arti- also including for families in or more years, associated with and, given the implications in meetings held before the
resource protection initiati-
sans - Wayu Community. Santander and Boyac, which the following causes: underta- connection with the expansion project.
ves and sustainable develo-
are framed under the under- king of new projects that invol- processes and the regulation of
pment of the region.
The Company intends, with the- taking of sustainable produc- ve impacts on premises, roads their operation and maintenan-
se projects, to strengthen the tion projects based on formal and/or local infrastructure. ce efforts, have been as follows:
116
7.2. RISK MANAGEMENT AND PREVENTION

I N CO M MUNI T I ES
Risk management with com- gency, which will help mitigate

MANAGEMENT 100% annual monitoring of
munities is developed throu- the harmful effects and/or da-
APPROACH gh a sustainable process over mages to lives, assets and to
towards the promotion of the and follow up on sectors dee-
time, intended to guide and the natural gas transmission
culture of prevention. med as critical because of the
strengthen the response capa- system, in the gas infrastructu-
Global Compact Human Rights communitys proximity or the
For the management of this city of communities in the area re construction, operation and
community has invaded the
TGI has a Risk Management matter the following objectives of influence of the various TGI maintenance.
gas pipeline safety area.
Policy in place based on a me- and goals were set in 2016: gas pipelines in case of emer-
thodology used to identify,
analyze, assess, value, accept
and communicate risks as-
sociated with its operation to
control them and prevent hu- Zero Accidents in each
man resources, finance, en- impacted community by
vironmental, information and the gas pipeline infras-
corporate image vulnerabilities. tructure and expansion
projects being currently
As to social management, risk developed.
mitigation is two-way: from
project to community, and from 100% Awareness of
community to project, based on Contingency Plan by
safety provisions contempla- Municipal Councils of
ted in ANSI B 31.8 Internatio- Risk and Disaster Ma-
nal Technical Regulation for the nagement (CMGRD,
operation of natural gas trans- acronym in Spanish) in
mission lines, as well as in the the area of influence.
provisions of Law 1523 of 2012 Preparation of Commu-
of Colombia Risk Management. nity Risk Management
TGI has continuously led risk Plans and School Disas-
ter Risk Management The Companys premise is to comply with the legislation and go
management processes adop- beyond by conducting awareness processes and training annually
ting participatory and inclusive Plans 100% with com-
munities and education both with members of the Municipal Councils for Risk Manage-
methodologies of Groups of ment (Mayors Office and assistance entities), leaders and com-
Interest in connection with the communities in the di-
rect area of influence of munities nearby the Companys operation infrastructure, in accor-
various liaising fields, going be- dance with the provisions of Law 1523/12.
yond the regulatory safety and the gas pipeline.
risk management guidelines
for the gas pipeline operation
118
The foregoing results in a pro- sure against two-way damage

gram that has sustainably as may result from their proxi-
encouraged risk mitigation in mity to the natural gas trans-
environmental emergencies, mission lines.
leaks, explosions, etc., from all
fields possible with Groups of For this risk mitigation, the
Interest such as: neighboring Company has adopted natio-
communities, assistance enti- nal and international standards,
ties, local and regional authori- which are made known to its
ties, technical operations team. Groups of Interest and have
sustainably generated a stake-
Impacts derived from potential holder network strengthening
system risks and the Contin- the Contingency Plan, which
gency Plan for risk mitigation has resulted in training on po-
made known to the communi- tential risks and/or gas pipeline
ties, authorities and entities in emergency management.
the National System of Risk and
Disaster Management (SNGRD,
acronym in Spanish) are made
visible, raising awareness and
generating cohabitation guides
in relation to the gas pipeline Practices currently adopted by TGI in respect of require- In conducting risk management, lored analysis of risks associated and train them on their significant
operation. The program conti- ments by the sector include: ANSI B 31-8 is observed: have a to their proximity to the gas pipe- contribution to risk management
nuity during each term is due risk matrix in place that includes line is performed these plans are so that every family, school and
to urban growth, which has in- Raise awareness in the community of existence of poten- implemented or updated annually Mayors Office will learn the risk
the identification of critical zo-
creased presence of inhabitants tial risks and emergency scenarios associated with their in the closest communities to the scenarios and how to face a po-
nes due to population density in
in areas restricted because of proximity to the gas pipeline. gas pipeline right of way, in or- tential emergency.
the vicinities of the gas pipeline
gas pipeline operation risks and Teach the community how to risk map their sector, threats infrastructure; identification of der to make them aware thereof
considering that the communi- and vulnerabilities that may be intervened, and how to or- presence of illegal groups and/or
ty underestimates the potential ganize themselves to respond to a potential emergency. fronts related to a resilient, orga- TGI has, for the purposes of measuring this process effecti-
risk. nized community with functio-
Raise awareness of risk management, which clearly is not veness, the following:
nal operating entities and equi-
It is important for TGI to har- an effort to be conducted by Companies or government en- pped with resources that may Assessment Form of Training Workshops.
monize interests in connection tities, it is rather a permanent attitude for each individual help them initially respond to an
with locations when someti- and community sharing common risks. Companys internal and external audit.
emergency event properly and
mes the community, an owner
Go beyond, with tangible facts, the requirements of Law efficiently. Annual qualitative assessment based on opinions, proposals
or mayors offices may intend
to develop projects, because 1523 of 2012, reaching every family, school, Community and suggestions of the groups of interest.
In this regard, the Social Manage-
proximity to the gas pipeline Action Board, Mayors Office and Governors Office, stren- ment area has carried out Com- In 2016 no claims were filed in this respect, and suggestions
infrastructure may involve ris- gthening the PAM ally network to make risk mitigation and munity Plans and School Plans for regarding the continuous improvement of training and risk
ks. This is why such proximity is control efforts. Risk Management, whereby tai- mitigation processes were considered.
restricted as a preventive mea-
120
2016 ACHIEVEMENTS
In 2016 TGI continued with its ners and families directly affec-
RISK MANAGEMENT PROGRAM risk management program in ted by the infrastructure line,
394 communities and educa- with the methodology of family
tion institutions across the area risk management plans, which
of influence, through communi- will allow for the strengthening
ty workshops and activities as of the culture of prevention and
well as assistance in the update program purposes, scope and
of Community and School Plans, positive impact.
with 3,690 participants from
community population and Y EAR COM M U N IT Y AN D PA RTICIPA NTS
making 2015 results known in SC H OO L P L AN S
alliance with local disaster risk
management authorities. 2013 115 3.062
Considering proposals by the 2014 345 11.491

community and local authorities,
Delivery of emergency kits to Cqueza Delivery of emergency kits to Fosca Fire Fighters such as the Municipal Council 2015 411 11.986
Fire Fighters for Disaster Risk Management,

2016 418 3.490
these activities are expected to
focus in 2017 on property ow-
Decrease in participation of education and neigh-

boring communities engaged in community and
school plans for risk management is due to the
purpose of the 2016 activity, which focused on the
documentary update of these plans; to the change
of Community Action Board leaders which, accor-
ding to Law and the provided democratic procedu-
re, was completed in 2016.
Beln Fire Fighters
122
EDUCATION AND WELFARE PROGRAM
TGI was able to reach with its Education and Welfare Program, through
strategic alliances 114 areas of direct influence with education, direct-
ly benefiting 3,582 inhabitants, which represents an impact on commu-
nities strengthening their culture and regional development with new
social inclusion programs, citizen cohabitation and peace. Conducted
workshops focused on: health, environment and human rights.
INDICATORS AND SOCIAL INVESTMENT
As regards the Risk Management program, in 2015 100% of areas of

influence were covered. In 2016, the program continued at the terri-
torial levels and priority was given to locations programs would reach.
At the level of the Development Management Program, the expan-
sion project programs continued and during 2016 these gas trans-
portation infrastructure expansion project obligations closed, with 2017 CHALLENGES
social investment being thus reduced.
Analysis and implementation of the Management System following ISO 26000 Cor-
porate Social Responsibility.
Gap analysis of the Management System in SR.
YEAR Communication Program Risk Management Program Development Management Program Education and Welfare Programs
2012 410.128.500 974.120.000 2.122.723.126 501.214.692

Strengthen and speed up internal and external networking with groups of interest.
2013 33.373.201 2.703.461.210 1.928.310.589 752.017.572 Based on communities risk management needs, ensure the right of way signs are in
place.
2014 90.769.875 1.996.343.757 (3) 1.083.712.374 343.073.541(3)
Improve the local response capacity by strengthening family units and operating en-
2015 60.088.000 2.624.082.470 3.512.457.046 103.333.570 (4)
tities for emergency response.
2016 169.567.181 494.508.535 1.398.645.222 324.955.964
Develop Phase 1 of prioritized investment projects until the processing and execution
of commitments (agreements) relating to expansion projects to be completed.
124
MANAGEMENT
APPROACH
Global Compact Labor Standards.
According to the philosophy life across all dimensions and,

to consider Human Talent as a simultaneously, in commitment
distinguishing factor, as a signi- to and benefit for TGI and its
ficant value generator, and as a groups of interest.
development pillar within orga- TGI, from the Administrative
nizations, TGI values having ta- and Services VPs Office, in ac-
lented, competent employees, cordance with the corporate
who develop in the guidelines whereby the Stra-
context of a cul- tegic Human Talent Model was
the Company ture of excellence adopted, manages, through po-
has development and work environ- licies, initiatives and programs,
alternatives in place, ment encouraging
08
anything necessary for the ac-
and makes sure to the development of quisition, retention and deve-
assess and intervene their potential and lopment of employees, work
the work environment strengthening of environment and excellen-
their competencies.
to generate optimum ce-oriented culture, counting
conditions The foregoing turns on a competent, professional,
employees into the human team committed to this
key to, with their management and to the orga-
individual impact, contribute to nization.
work teams and be in line with Through the procurement pro-
and committed to the achie- cess, the best talent is captu-
vement of strategic objectives. red and selected based on a
For these purposes, the Com- competency selection model
pany has development alterna- seeking to hire the appropriate
tives in place, and makes sure personnel for each job and ge-
TALENTED, MOTIVATED AND to assess and intervene the
work environment to generate
nerate from the very beginning
a high level of contribution in
RESULT-ORIENTED TEAM optimum conditions that may each position.
result in appropriate quality of
TGI internal and external audit me- participation because it reflects em-
chanisms cover these processes, ployees perceptions of and opinions
continuously monitoring Human about various topics; being it a rele-
Talent related performance, mea- vant means to define strategies, pro-
suring as corresponding according grams and initiatives to ensure the
to reported findings, with the pur- team Company alignment.
pose of continuously improving its Direct communication scenarios.
practices. In 2016 this was supple-
mented by the implementation of Information repositories derived from
work environment surveys, which previous-year results.
provided relevant information for In 2016 the so called TGI Team Cor-
the design and development of porate Meetings were implemented,
action plans that include workers in quarterly meetings attended by all
GRI perception and feed the Companys company employees in person and si-
102-43 new related strategies. multaneously from the different dis-
TGI believes communication is a key tricts and gas compressor stations.
tool; it thus has: The strategy, plans and policies, ope-
rations, finance, organizational deve-
Institutional communication chan- lopment and the Companys perfor-
nels that help reach the target au- mance are communicated during such COMPETENCY STRENGTHENING ORIENTED EMPLOYEES
dience that, in this case, means the meetings to, apart from communica-
Companys employees. The com-
ORGANIZATION CULTURE PARTICIPATION
te, give a sense of steering, work team
munications area is currently desig- and motivation for employees.
GRI
ning communication tools to ensu- 102-44 In 2016 the Liderazgo desde el ser initiative was implemented an The main source of employees
re the operating work centers are These are all significant analysis fac-
tors that feed the design of new stra- initiative intended to develop leadership competencies in nearly 220 participation and the main chan-
more efficiently covered. employees from the various levels of the Company, covering both nel to express their perceptions
tegies, re-orientation of practices and
The work environment survey pre- continuous improvement in the con- their personal and work lives. This initiative proposed in 2015 in- of the various aspects within the
pared by Great Place To Work as text of the culture of excellence. volves the importance of leadership, communication, listening, in- organization, other than institu-
a relevant channel for employee novation, team work, change management and recognition skills, by tional communication and CO-
raising awareness from a professional, personal role and day-to-day PASST, was GPTW.
interaction with peers, subordinates, and in leadership.
Also, apart from raising awareness among leaders and work teams,
an intervention was prepared intended to develop and consolidate
this kind of competencies through TGI leadership model and training
plans throughout 2017.
128
Horas Man- Woman-

Description (Hr) hours hours 2016 Income by Work Center Geogra- 2016 Retirements by Employees
Total training hours 2.312 phic Location (filled position) Department (Place of Birth)
1.740 572
E M P LOY E E S TAT S Total trained individuals 95 70 25
Department Work Center Number Of
172 11 (filled position) Number Departament
Top management Employees
TRAINING
Middle management 109 8
Bogot 45 Bogot 14
ODS 8 Coordination 447 25
Santander 1 Santander 24
GRI In 2016 TGI failed to have Execution 1144 39

Cesar 0 Valle del Cauca 0
404-1 an individual training
440 12
plan, but focused its acti- Support Cundinamarca 0 Bolvar 1
GRI vities on this front on co- Average training hours per employee 6.58 22.88 24.85
404-2 vering the needs of each Tolima 1 Crdoba 0
priority areas for the Average training hours top mana- 15.63
Boyac 0 Choc 1
achievement of their ob- gement
GRI
102-8 jectives, keeping a close Average training hours middle 13.62 Otros 3 Otro 10
link to the development management
and consolidation of lea- 17.88
dership competencies. Average training hours coordination
29.33
Average training hours execution
Average training hours support 36.66

assistance
2016 Income by Employees

2016 Income 2016 retirements Department of Birth
5 5
by age by age
(18-35) 11 (18-35) 10 Zone Number
Bogot 36
Women Men 2016 Income 12 2016 retirements
by age
11
by age Santander 4
Total Hired (36-50) 18 (36-50) 17
17 Valle del Cauca 0
Individuals
2016 33 2016 Income 0 2016 retirements 5 Bolvar 0
by age by age
Total 50 2
Mayor de 50 4 Mayor de 50 Crdoba 0
Choc 0
Otros 10
130
Total employees with Total employees with Total employees with Total employees with Total employees Total employees re- Total women Total employees re-
GRI traditional salary comprehensive salary fixed-term contacts open contracts GRI Total TGI
with paternity turning to work after with maternity turning to work after
102-7 401-3 employees
leave paternity leave leave maternity leave
GRI 100 1* 354
401-2 255
5 5 1 1
355
*Accrued data as of December 31, 2016
*Accrued data as of December 31, 2016
This table shows TGI commitment to its employees trying to provide

family and work life balance, respecting their legal maternity/pater-
nity leave periods and keeping their positions for them to return after
such leaves as a sign of support to stability in this new phase.
Bogot 68 0 0 BENEFITS FOR EMPLOYEES UNDER EMPLOYMENT CONTRACTS

San Alberto Note: *This corresponds
Administrative La Belleza 1 6 to CEO position, who is
105
Office
2
the single employee hired
upon a 2-year fixed-term
ODS 8 401-2
Sabana 0 0 Valledupar
Jagua del pilar 8 contract.
Administrative 1 14 Compensation at TGI has three
Office 0 Note: ** In total 105
Vasconia employees in Bogot components:
3 2 6 Administrative Office, in the
Barrancaber-
meja
Mariquita
12 case of men, 1 of them has In addition to basic salary and com- Quality of life loans.
24
3 been hired upon a 2-year
Villavicencio fixed-term contract, the
pliance with legal obligations, TGI Home loans.
0 0 10 provides the following:
Casacar other employees have open
Miraflores
8 9 contracts (women and men) Contribution aid.
86
Note: No substantial parts 1. Complementary extra-legal be-
1 0 are performed by third nefits such as health, loans, etc. Performance bonus.
Cogua Norean parties.
5 10
2. Performance bonus, or variable Education bonus.
Women Note: All TGI employees
1 0 work full time. item.
Cota Padua Common medical disability aid.
2 6 Note: No substantial
changes in working popula- TGI employees who earn ordinary
269
tion year over year. Annual salary raise.
0 2 salaries (not comprehensive) recei-
Currumani Paipa
6 12 ve food subsidies and vacation bo- Health insurance.
nuses.
3 Puente 1 Men Life insurance.
Gualanday
7 quillermo 9 As regards complementary bene-
fits, all direct employees who earn Burial insurance.
0
Puerto Boyac
0 ordinary and comprehensive sala-
Hatonuevo 7 1 ries, also enjoy:
132
In 2016 TGI guaranteed

such benefits for
71,83% of employees
GRI
403-4
Chapter VII of the Collec-
tive Agreement refers to
Workplace Safety and
Health, agreeing upon
the following actions
COLLECTIVE AGREEMENT AND RESPECT FOR FREEDOM in accordance with the
OF ASSOCIATION WSH standards:
Delivery of PPE for the
ODS 8 (8.8)
corresponding activities
as provided for in the cu-
Global Compact Labor Standards rrent legislation.
GRI Collective Agreement. No labor employees (a total of 255), thus Additionally, the Labor Commi-
102-41 The company allocates an an- Regular occupational exa-
union rights are threatened or complying with the legal exten- ttee held various meetings du-
nual financial contribution to the minations.
sanctioned at TGI work centers. sion referred to in art. 471 of ring the year with a fair number
GRI Industry labor union, providing
the Substantive Labor Code. of union representations and According to provisions
407-1 spaces and hours during the Likewise, no collective agree- Companys representatives, of the Collective Agree-
workday for pedagogical acti- ment negotiation right has been Similarly, in 2016 TGI implemen- with the purpose of addressing ment which includes
vities with employees and au- threatened because even if the ted its monthly union fee deduc- employment relationship, con- 10 chapters 10% of the
thorizing labor union leaves for number of employees who are tion procedure for 255 employees, ditions and employees benefit document refers to WSH
training, participation and aware- trade union members reaches which fee is deducted through related matters. matters.
ness according to Sintraelecol re- 155, in 2016 TGI guaranteed payroll, facilitating the unions fun-
quests, as expressly stated in the such benefits for 71.83% of ding and fund raising operations.
134
2016 ACHIEVEMENTS
To complement the results referred to in this chapter, the following Training and development 1. Joint work among the Human
milestones are to be mentioned: activities. Talent Department, Supply Ma-
Year-end celebration activi- nagement, Mariquita Station,
A. Improvement in TGI organization and operating structured in ties for the recognition and ga- Valledupar District, and the So-
2016. thering of work teams. cial Management Office for the
establishment of the Desayu-
The Human Talent area led the Companys restructuring, which Measurement Great Place To nos de Integracin program for
was intended to: Work (GPTW) routine innovation and favoring
ORGANIZATIONAL
In 2016 the new measurement of closer relationships among the
Generate greater efficiency and impact. ENVIRONMENT team members within a diffe-
organizational environment was
Strengthen critical business areas allowing for the consideration conducted, the results of which rent work space.
TGI has a program and initiati-
and support of a growth and economic balance strategy. will be presented in the next Sus-
ves in place to both strengthen 2. Obvious improvements in the-
Encourage development and projection of employees through and assess its organizational tainable Management Report. se four groups involved in such
internal mobilization and identification of leaders, generating 11 environment. Some achievements in this field activity, going from high impro-
changes of position and the opportunity for other shifts within as evidenced during the re- vement potential to benchmarks
TGI a tu lado (TGI by your side) within the organization.
the Company for the generated vacancies. porting year herein and which
program
resulted from the 2015 mea-
This program focuses on surement activities are to be
participation of different signi- highlighted:
GRI
404-3 ficant themes to the organiza-
tion, including welfare, quality
of life, value encouragement 2017 CHALLENGES
B. Performance Assessment: and strengthening, training, de-
velopment, those related to the
During 2016, by decision of the Board of Directors, a temporary
Administration and Services
performance measurement model was adopted, considering
VPs Office and which impact In 2017, TGI will face significant challenges in the Human Talent areas, including as
for such purpose corporate indicators and indicators for each
the organizational environ- follows:
VPs and management office directly attached to the Presiden-
ment. Some of these activities
cy, with plans, each of which with 50% of representation in the Respond to the Companys structure needs consistently with its dynamics and propo-
were as follows:
final count. sed strategy.
Celebration of special dates,
TGI, with this assessment, tried to make the various areas wi- consolidating the organizatio- Strengthen the development of employees to increase their level of contribution and
thin the Company strengthen the organization and group re- nal culture, recognizing work performance.
sult and joint project development oriented goals through high roles, and bringing the emplo-
performance teams, noting that according to obtained results a Consolidate and position the culture of excellence and achievement orientation in ma-
yee family together with the
variable pay policy for direct employees is being contemplated. naging each area and individual.
Company.
Objectives will be assessed in 2017, and the measurement form Healthy lifestyle and habit Intervention in areas identified as critical in the analysis of results from the work envi-
will be suggested this year. encouragement through access ronment survey conducted in 2016 to keep the companys positioning as one GPTW.
to gyms under the corporate
agreement.
136
MANAGEMENT
APPROACH
services for its clients, obser- from La Guajira and from Los Management in this matter
ving the Colombian rules and Llanos Orientales to Valle del allows for mitigating risks in-
legislation as well as guidelines Cauca, La Sabana de Bogot, herent in the operation of high
provided by authorities such Huila and Tolima. pressure transmission gas pi-
as CREG (acronym in Spanish peline networks, minimizing
for Energy and Gas Regulation Operational excellence and in-
tegrity management are inclu- impact on workers, individuals,
Commission) or RUT (acronym own and adjacent facilities, and
in Spanish for Single Transpor- ded in the Companys strategic
milestones as follows: the environment. It is conducted
tation Regulation), NTC (acron- through processes that establi-
ym in Spanish for Colombian sh the system conditions, plan-
Technical Rules), and the inter- ning of risk based maintenance
national technical rule: ASME efforts, and efficient, effective
B31.8. and timely execution of budget
The Company owns a national 01. Efficient operation resources for risk mitigation and
gas pipeline network which, as
and maintenance to control of integrity threats, and
described above, provides natu- maximize quality of guarantee of service continuity,
ral gas transportation services service thus generating Company value.
09
to the main industry, residen- Maximize useful lives
tial, and commercial consump- 02. of transportation in-
tion centers across the country
and other users directly.
frastructure assets
This gas pipeline network su- 03. Ensure physical inte-

grity of facilities and
pports the operating conditions
for natural gas transportation, safe operation of TGI
for which purpose it has com- transportation ne-
pressor stations intended to twork
increase energy by increasing
pressure. Transportation goes
INTEGRAL, RELIABLE AND

EFFICIENT OPERATIONS
CLASSIFICATION OF THREATS TO GAS PIPELINES
TIME- TIME
DEPENDENT STABLE
INDEPENDENT
WEATHER
THIRD-PARTY INCORRECT AND EXTERNAL
CORROSION MANUFACTURE CONSTRUCTION EQUIPMENT DAMAGES OPERATIONS FORCES
Likewise, TGI has a series of ob- Management in this matter will 113.900.000.000, with an execution of ture Maintenance processes, which aim
jectives focused on the efficient be conducted though the Ope- 89%; additionally, there were informa- to increase natural gas transportation
infrastructure operation and main- rations VPs Office, composed of tion systems such as SAP PM module for infrastructure availability and reliability
tenance to guarantee the highest Operations Managers Offices and maintenance planning and scheduling, and with optimum resource management
Decrease in gas loss and
quality of services, ensuring the gas Asset Managers Office and gas the information systems provided by con- following the Management System and
exit point continuity, with
pipeline system integrity and si- pipeline and gas compressor sta- tractors for the conduction of inspections legal and regulatory requirements.
a 0.75% goal.
multaneously maximizing its useful tion maintenance departments, and specialized maintenance.
life. These objectives are realized as well as the related Infrastruc- Management tools are generated throu-
Compliance with inter-
through four initiatives developed ture Department each of which Mechanisms implemented for complaints, gh the aforementioned processes, such
nal line inspections (ILI,
within a strategic 5-year period, is composed by a professional claims or suggestions by Groups of Inte- as the Daily Transportation Program;
acronym in Spanish) with
which are periodically re-assessed and technical staff team speciali- rests regarding this matter is known as the Detailed Maintenance Program; Metro-
a 15 inspection goal.
and consolidated: zed in each required area for the Request, Complaint and Claims and Sug- logical Assurance Plan; and Integrity and
Availability of infrastruc- operation and maintenance of the gestion System (PQRS, acronym in Spani- Reliability Plan.
1. Maintenance strategy. ture, with a goal of >= al gas transportation infrastructu- sh), which include in their classification the
The foregoing is subject to external audit
95.8%. re. Additionally, the VPs office is operating kind.
2. New infrastructure and tech- whereby compliance with the Integra-
nologies. exit point continuity, with composed of 6 regional opera- Through the Infrastructure Operation and ted Management System following ISO
a 99,6% goal. tions superintendences responsi- Transportation Coordination processes, 9001, ISO 14001 and OHSAS 18001 is
3. Infrastructure completeness ble for maintenance routines and verified; as well as to internal operating
the Company seeks to appropriately plan
4. Competency management. customer service. transportation requests, guaranteeing or control audits by the Internal Audit
For this management acti- continuous and safe operations in com- Managers Office.
In 2016 the Companys manage- pliance with the authorized amounts,
ment focused on achieving the vities, the approx. 2016 cost
and expense budget was COP contracts, and legal and regulatory requi-
following performance objectives: rements, as well as with the Infrastruc-
140
9.1. COMPREHENSIVE ASSET MANAGEMENT

AN D P R O C ES S SA F E T Y
NEW MAINTENANCE
maintenance model and
MODEL to improvement in the
One identified threat to the gas
transportation infrastructure
follow-up processes and
One of 2016 achievements was was related to third party harm
periodic reconciliation of
the implementation of the SAP or damage, which may occur
maintenance plans.
PM module for 13 compressor upon voluntary damage, igno-
stations and 6 districts, which rance about the infrastructure
resulted in efficiencies in plan- location, or even if being aware
ning and spare parts manage- GOOD PRACTICES IN of its location, procedures and
ment process. The following parameters to followed are not
MAINTENANCE
was thus completed: known.
In 2016 TGI decided to prioritize
The most efficient practices for
the closing of gaps identified in
third party mitigation include
2015 during the development
Planning and scheduling the appropriate pipeline marker
of the MES (Manufacturing
of 100% of maintenan- or sign and increase in depth.
Execution System) audit. These
ce activities in SAP PM; However, these mechanisms
actions include the optimiza-
also, the generation of are sometimes insufficient or
tion of the SAP PM module as
100% of material reser- in the event of greater depths
to maintenance notice and or-
ves for preventive and they cannot be implemented
der management.
corrective maintenan- for various reasons (technical,
ce. Upon the foregoing, environmental, property, etc.).
activities are performed Interference with major impact
according to work orders INFRASTRUCTURE third parties:
in the system, which in- INTEGRITY Interference with major impact third parties:
creases execution throu-
gh weekly follow up In regard to compliance with the Residential utilities.
using this tool. inspection plan, 18 smart ins- Residential utilities.
Increase in the mainte-
pections were recorded, which Road infrastructure. Road infrastructure.
were contractually managed in Construction of civil works and/or houses.
nance performance in-
2o16 and resulted in the iden- Construction of civil works
dicator for each district
tification of 59 Points with high and/or houses.
compared to previous
level of loss of materials (>80%),
years. The foregoing co-
which prompt solution will help
rresponds to the new
prevent potential impacts on
the performance of services.
142
Country development is promo- Based on the completed mana-

ted based on sustained growth gement activities for third par-
of various sectors, including the ty interference processing, the
energy sector, construction of Guidelines for Third Party In-
road infrastructure, civil work terference Response document
construction sector, and expan- was prepared recommending
sion of residential utilities; each distances or types of mitigation
of which is governed by their to implement in each case.
own rules. In developing them,
there have been very frequent
interferences among new mu-
nicipal and national projects
and TGI facilities, which requi-
res permanent identification,
engineering and construction
management procedures to
ensure integrity of systems
during contractual process and
subsequently during operation.
However, TGI infrastructure re-
quires periodic inspection for
integrity assessment and main-
tenance to ensure the systems
safe operation. A part of this
tasks consists in ensuring the
right of way remains without
trees, structures and any other RIGHT OF WAY MAINTENANCE
obstacles that may interfere
with safe operation and access
by personnel responsible for This maintenance is intended to guarantee TGI gas transportation systems integrity, by identifying, in the area of
the pipeline maintenance and MATERIALS influence of the infrastructure, the aspects, conditions, factors, and variables that may threaten the compliance
integrity. MANAGEMENT with the SGI and regulatory requirements.
In 2016 over 45 interferences Implementation of the mate- The rights of way of the Companys own gas pipeline transportation network have been interfered with through
were recorded, which affected 11 large facilities assessed rials planning model, saving 80% the construction of civil works for geotechnical maintenance and pipeline safeguarding across the right of way
TGI gas transportation infras- through RCM (Reliability-Cen- (COP 1.816.389.361) in PO for related roads and areas of influence in 28 areas that needed an intervention through geotechnical stabilization
tructure. The relevant technical tered Maintenance) metho- materials in the amount of COP works, particularly the stabilization of the access road area to Cristales in the municipality of Jess Mara, a road
concept and potential interfe- dology, managing risks and 2.271.608.548, by modelling the the Ramal Jess Mara gas pipeline goes through.
rence treatment were issued to improvements in equipment roadmaps for a 7-month time- Additionally, the stabilization of the right margin of Quemones stream in the Municipality of Tauramena is highli-
ensure the third party project maintenance routines. frame in warehouses. ghted, given the risk it meant for the support structure of the Cusiana Apiay Gas Pipeline Airway. Finally, the
continuity.
slope stabilization (narrow ridge) is highlighted, where El Porvenir La Belleza Gas Pipeline tubes were exposed
at Km 5+750, in the municipality of Sabanalarga in Casanare.
144
GAS COMPRESSOR N OTA B L E I L L I C I T P RAC T I C E M A N AG E M E N T

AT G A L N YO N D G AS P I P E L I N E
STATION MAINTENANCE
Global Compact Human Rights
In 2016 TGI decided to aggressively face an over-20-year problem:

presence of several illicit connections installed through 15 valves
104 recommendations were ge-
connected with polyethylene hoses (for water) to transportation in-
nerated on maintenance notices
frastructure to transmit gas to homes nearby throughout 15 irregular
and executed work orders.
neighborhoods, impacting 10,000 individuals (3,000 families). This
issue has caused the following risks:
5,000 gallons of lubricant oil equi-

valent to COP 172,000,000 were
reported to have been saved Accidents and/or body injuries.
compared to the previous period, Potential suits against TGI.
due to methodology applied to oil
changes because of its conditions Claims by distributor against TGI upon gas losses.
rather than because of time, and
periodic review of the right cycle Community reactions against the mistakenly called acqui-
timeframe for compressors. red gas right.
Leaks because of connections failing to comply with the
regulations.
OPERATION - BALLENA
DEHYDRATION PLANT TGI has recognized that this situation means a social and safety problem,
which is why it has fostered an agreement with the community (instead
of abruptly cutting their supply lines) and in alliance with Ecopetrol, Mi-
On October 1, 2016, the Ballena ventures into midstream service nistry of Mines and Energy, Mayors Office, the Council, and Yond risk
Gas Dehydration Station started performance for producers. offices, Gas Natural and Naturgas, among others, a joint solution to the
its operations following the ac- During October, there was a This is how the following physical safety of the population in the area was consolidated.
quired agreement with Chevron maximum dehydrated gas day progress has been made:
Petroleum Co., the objective of of 176.418 MCF on average day
which is the performance of de- 155.054, and a total month of A permanent work table was established for the development of inter-company actions.
hydration services for natural 4.496.556 MCF, with average An agreement was entered into by TGI, Ecopetrol and Gas Natural.
gas generated at Ballena fields, moisture of 1.99 pounds/MPC
with a maximum capacity of Permanent awareness of risks for communities in the area of influence.
(value below 6 pounds/MPC of
204 MMCFD for a 3-year term. RUT). Delivery of propane gas to individuals who had been provided therewith illegally.
TGI, with this new operation,
Gas odorization in this stretch for community to be able to identify leaks and hazards.
146
2017 CHALLENGES
RETOS 2017
Compliance with the integrity management plan within a 80-115% range
Right of way stability
Repairs of defects identified during Inspections inside ILI pipeline.
Third party interference management.
Continuous improvement of the maintenance management system.
As one of the most significant actions by TGI, it decided to provide 50% inspected gas pipeline area included in the five-year program.
services through virtual natural gas transportation (CNG) to legal Strengthening of the digital historical memory regarding the infrastructure.
clients of Yond (GasOriente and HEGA). This project contemplates
compression in Barrancabermeja, CNG transportation, and decom- Receipt of the Paratebueno-Villavicencio gas compressor station.
pression at Yond for delivery to clients and customers. Likewise,
Comprehensive inventory management through Operations and Maintenance Manage-
agreements with Yond Mayors Office, Ecopetrol and the commu-
ment, receipt of Mariquita-Cali gas pipeline
nity are progressing for LPG supply and certification for residential
networks.
148
9.2. OPERATIONAL EFFICIENCY

RELIABILITY INDEX This indicator showed to be wi- AVAILABILITY OF GAS COMPRESSOR UNITS This indicator measures avai-
100,50% thin the provided range, except lability of the Compressor
during the month of June when System, i.e. the ratio between
98,6%
96,9%
96,8%
96,4%
98,8%
97,7%
95,6%
95,8%
98,2%
99,7%
99,3%
99,6%
99,3%
99,7%
99,5%
99,5%
99,6%
100%
99,50% it was 99.58%, falling below the 100%
available hours (calendar hours
99,00%
99.65% goal due to stress relief for the period, including hours
98,50%
preventive maintenance at Ma- during which equipment was
90%
98,00% riquita-Cali Gas Pipeline, which off) and inactive hours due to
97,50% affected capacity availability for planned and unplanned main-
97,00% 72 hours. 80% tenance to compressor units.
As regards the Infrastructure In this regard, this indicator
may - 16
mar - 16
dic - 16
nov - 16
ago - 16
ene - 16
sep - 16
abr - 16
feb - 16
jun - 16
oct - 16
jul - 16
reliability indicator, the monthly 70% for 2016 meets the set goal
average during the year stood and presented results speci-
may - 16
mar - 16
nov - 16
ago - 16
ene - 16
sep - 16
abr - 16
feb - 16
jun - 16
oct - 16
dic - 16
jul - 16
at 99.89%, which shows that fically respond to stops due
2012
2013
2014
2015
2016
AVAILABILITY OF GAS PIPELINE SYSTEMS upon performed maintenan- to corrective and preventive
ce and force majeure events in maintenance performed to gas
2016 only 0.11% could not be compressor units, except for
100,50% transported. However, in July improvement maintenance and
this indicator showed to be major maintenance performed
99,50%
99.3% due to stress relief main- RELIABILITY OF GAS COMPRESSOR UNITS to gas compressor units.
98,50% tenance conducted at Mariqui-
98,6%
96,9%
96,8%
96,4%
98,8%
97,7%
95,6%
95,8%
98,2%
99,7%
99,3%
99,6%
99,3%
99,7%
99,5%
99,5%
99,6%
99,00% ta-Cali Gas Pipeline, which took
72 hours. 100%
98,00%
may - 16
mar - 16
nov - 16
ene - 16
sep - 16
jul - 16
90%
80%
INFRASTRUCTURE RELIABILITY
70%
100,50%
may - 16
mar - 16
nov - 16
ago - 16
ene - 16
sep - 16
abr - 16
feb - 16
jun - 16
oct - 16
dic - 16
100,00%
jul - 16
2012
2013
2014
2015
2016
99,50%
99,50%
98,50%
98,00%
may - 16
mar - 16
dic - 16
nov - 16
ago - 16
ene - 16
sep - 16
abr - 16
feb - 16
jun - 16
oct - 16
jul - 16
150
Risk and opportunities derived from climate change Events occurred in 2016 with the following gas
may cause significant changes in operations, income or GRI pipelines:
expenditure. 201-2
Gas pipeline Value
ODS 13
GBS Gas Pipeline (Boyac-Santander). 54.351.729
Opportunity: increase in gas consumption demand be- Troncal Bolvar Gasoducto Boyac - Santander 90.943.162
cause of El Nio phenomenon.
Troncal Bolvar Gasoducto GBS 94.816.413
Risk: sliding or ground instability due to climate chan-
Gasoducto La Belleza - Cogua 251.048.070
ges resulting in emergencies caused by pipes breaking.
Troncal Otero - Santana de Gaseoducto Boyaca- 136.615.707
Santander
Total $ 627.775.081
EXECUTION PROGRESS IN GRI

YAMUNTA DISASSEMBLY G4- OG11
During 2016 El Porvenir La Belleza Gas

Pipeline disassembly progressed (in Ya-
munta), with the preparation of detail and
construction engineering for disassembly
and withdrawal from Yamunta sector be-
tween PK 39 and PK 43 of former 20 inch
El Porvenir Miraflores gas pipeline, loca-
ted in Pez, Boyac, in Porvenir Belleza
gas pipeline of district V.
2017 CHALLENGES
Continue to achieve the set goal for

availability and reliability indicators
for the natural gas transportation
infrastructure, with optimum re-
source management.
152
MANAGEMENT
APPROACH
TGI provides natural gas trans- services are regulated (including

portation services through a TGI has continual rates). This helps the Company
gas pipeline network from the improvement plans identify and propose the adap-
Department of La Guajira to Va- intended to provide tation of international standards
lle del Cauca, and from Llanos excellent natural gas and good practices in operation
Orientales to the Departments of and maintenance for natural gas
transportation services
Huila and Tolima, across various transportation infrastructure.
departments of the Andean re-
A very important factor regarding
10
gion. This network is composed
strategy, for which TGI has con- this matter is that services provi-
by three (3) major gas pipelines
tinual improvement plans intended by TGI are regulated by CREG
connected to regional branch li-
ded to provide excellent natu- (acronym in Spanish for Energy
nes that transport gas to the re-
ral gas transportation services, and Gas Regulation Commis-
levant municipalities.
through the implementation of sion) upon a regulation that en-
Natural gas is thus brought to best practices in the industry as sures that offered services meet
groups of interest (clients/custo- well as through the execution of full transparency conditions to
mers) composed of homes, indus- models and management tools encourage free competition,
tries, commerce establishments, within the value chain processes. prevent any abuse of authority,
and other users throughout re- and guarantee equal conditions
The Company offers its clients
sidential distribution networks or for clients and customers being
and customers a structured va-
directly through connections to provided with the Natural Gas
lue proposal based on its Service
the transportation system of TGI Transportation Services.
Portfolio and different business
own network or as contracted
policies that ensure availability,
QUALITY AND with the private sector.
reliability, quality, safety, oppor-
INNOVATION SERVICES The Quality Services title is very
meaningful for the companys
tunity, added value and fair pri-
ces for its services, even if such
If not effectively managed, the following risks might

occur:
Non-compliance with commercial conditions of the
transportation agreement
Inappropriate service hiring
Loss of new business or profit
Dissatisfied customers/clients.
This management directly impacts the Commercial Manage-

ment process, the objective of which is to optimize the final
contracted capacity; encourage natural gas consumption; and
manage the service portfolio in accordance with the customers,
legal and regulatory requirements. This process generates in-
come from provided services, which help TGI support itself over
time and continue to be a high impact operating company in the
country, offering growth and progress to its various audiences.
TGI has different areas responsible for guaranteeing service re-
liability and efficiency, which lead the vital processes:
In 2016 the following commer- fferent services provided by TGI information system to mana-
cial guidelines were effective to its clients/customers. ge the various processes that
Commercial Asset Administrative Sustainable in connection with the service support the service provision,
Maintenance Operations For this management, TGI has
Management: Management: and Services Development provision: such as commercial agreement
Area: Management: Commercial Management in
VPs Office Management: management (contracted ca-
Guidelines for response to de- place which is part of the Busi-
viation of entry/exit points. ness VPs Office, composed of pacities), nomination, balance
7 professionals and supported accounts, billing, among others.
Guidelines for response to gas During the second half of 2016,
designs servi- identifies maintains the ensures com- ensures human provides keeping services. by a significant budget alloca-
ces that offer improvement infrastructure pliance with talent is trained guidelines for ted for 2016 management ac- a new project was started for
effective solu- process and optimally to the daily pro- and prepared environmenta- Guidelines for response to tivities allowing for the develo- the improvement of this tool,
tions to clients/ designs inte- ensure safe vision of safe to face day-to- lly friendly ser- continuous gas keeping services. pment of activities such as the which project will be developed
customers grity, reliability natural gas gas transpor- day challenges vices and for increase in natural gas demand, and implemented in the me-
Additionally, visit the Com-
upon use of TGI and efficiency transportation. tation services. and commits to the protection
among others. It also has robust dium term.
infrastructre. strategies. being reliable of the major panys website (http://www.
tgi.com.co) to read a guide for technology tools, such as the For the assessment of this ma-
and efficient. value: life.
access, step by step, to the di- PipelineTransporter Gas (PLTG) tter, control audits were con-
156
ducted by TGI Internal Audit Management, focused on the 2016 pe- CUSTOMER 1. QUALITY OF INDIVIDUALS
riod, specifically on billing and income processes, allocation of natural SATISFACTION SURVEY
gas transportation capacities, management of commercial agree- Service interest and attitude
RESULTS
ment guarantees, connection requests, among others. Similarly, Ma-
nagement System audits were conducted because TGI is a ISO 9001 Advice and technical level of TGI employees
certified company; other audits were also conducted as required by n 2016, the Performance Plan
the Comptrollers Office and other government entities. metrics contemplated the me-
asurement of Service Quality 2. REQUEST HANDLING
On the other hand, performance of the Commercial Management
process and sub-processes were reported to Transparencia por Co- and response to new connec- Agility to solve requirements or rapidity of processes
lombia with indicators such as: tion requests to the national
natural gas transportation sys- Transparency in handling requests and response times
tem an indicator showing that
Market data the Company achieved its goal,
because it appropriately res- 3. SERVICE COMMITMENT AND DAY-TO-DAY ACTIVITIES
Information access criteria
ponded and visits were com-
pleted within the provided pe- Compliance with agreed upon commitments
Clients/customers
riods of time. Efficiency and quality of results from each interaction
Users
To measure customer satisfac-
tion, through the service quality
Commercial Management related indicators for 2016 reported for indicator, CNC (acronym in Spa-
On a 1/10 scale, where 8, 9 and 10 are very good and excellent, and
performance were as follows: nish for National Consulting Cen-
which specific objectives are as follows:
ter) was hired. The survey was
based on three (3) core items:
Final contracted capacity

Have a validated, quantifiable and objective sys-
Use of transportation capacity tem to measure TGI performance in relation to
customers served during 2016.
Service claims response
Learn the level of customer satisfaction TGI provi-
Level of customer satisfaction (service quality) ded services for in 2016 using the Service Quality
indicator.
Help TGI understand the customers specific needs
These were duly managed and followed up on periodically for level of and expectations for the services.
compliance and, where required, action plans to allow for alignment
with goals. Identify any areas that may be improved to stren-
gthen customer relationships.
Likewise, the Companys website http://www.tgi.com.co has posted
a guide for access, step by step, to the different services provided by Compared these survey results to results from
TGI to its clients/customers. previous year an indicator to see trends.
158
Field work was carried out du- The Improvement Plan im- portfolio, regulatory develop- CONTINUOUS IMPROVE-
Offer alternatives and/or be more agile in responding to re- plemented in 2016 was fully ments impacting the service MENT OF THE SERVICE
ring the last quarter, with an quirements.
average of 8.1 compared to achieved. Such plan included dynamics, the main expansion PORTFOLIO
8.5 in 2015. This indicator fell Customers expect more adaptability from TGI in topics such activities from the different projects, among others, as well
mostly due to how customer as negotiations and/or to solve problems in a more favora- service provision related pro- as learning about the medium
cess, as follows: It is important for TGI to keep a
requests were handled: ble manner to them and long-term growth projects,
current service portfolio where
which will help TGI identify new
They continue to recognize TGI as a high quality company Promote a training program its customers may find effec-
business opportunities.
this indicator is within the excellent option. that helps improve the level of tive solutions to their needs
customer knowledge by TGI of natural gas, for which pur-
Make customers aware of
according to the Companys pose TGI conducts continuous
the Code of Ethics, Anti-Fraud
Service Portfolio (regulated market research to determine
and Anti-Corruption Policy,
and non-regulated services), what the most relevant needs
Ethics Hotline, Conflict of In-
TTB Excellent + Very good = Qualifications 8.9 or 10 Regulatory Developments and are. Find the portfolio at: http://
terest, Money Laundering and
Good / acceptable = Qualifications 7 Refocused Commercial Mana- www.tgi.com.co as well as in
Terrorism Financing Prevention
T38 Excellent + Very good + good = Qualifications 7,8,9 or 10 gement. Our Company chapter.
(ML/TF)
100
Strengthen customer re- Propose Training Programs
98 95 Excellent 8 a 10 lationships based on a Visit
93 92 focused on External Customers
Acceptable 7 a <8 Program by areas of influen- to be included in 2017 Training
Deficient 1 a <7 ce, seeking to promote a spa-
31
Plan for areas directly interac-
39 ce to communicate and clear ting with customers Business,
8,5 8,1
54 41
52 up doubts about the service Finance and Main Control Center.
Average Average
64 8,5 2015 2016 CHALLENGES FOR 2017
59
51
46 40
8,1 The current rating is
Excellent and there is
a clear downward trend Increase the service quality indicator for a minimum average of 8.5
2011 2012 2013 2014 2015 2015 2016
Total base 54 42 51 77 44 44 54 Sign 100% of commercial agreements to render feasible any expansion projects that
may be suggested.
Change of indicator
Successfully manage receipt of 100% of CO&M agreements of points located at Mari-
Nominal Scale Numeric Scalev
quita-Cali gas pipeline (BOMT TRANSGAS DE OCCIDENTE)
Strengthen our growth and sustainable impact, improving our market orientation, ge-
* 2011 2015 results expressed with percentages due to methodology used during such period (nominal nerating innovative and proactive value proposals for current and potential customers.
scale). 2015-2016 used a numerical scale.
160
MANAGEMENT
APPROACH
The Companys management Similarly, it impacts the interest ternational Financial Reporting
activities conducted for the and expectations of Groups of Standards IFRS. The company
achievement of Financial Stren- Interest because financial re- is also governed by the internal
gth and Risk Management had putation with banks, risk rating contracting policies, guidelines
the following positive impacts agencies, shareholders and in- provided by DNP (acronym in
vestors may be affected in such Spanish for National Planning
cases strong financial planning Department), and the Ministry
A. Identify the best way is not completed, because if fu- of Finance and Public Credit, for
to fund the companys in- ture business and market con- financial debt management. It
vestment needs without ditions are not accurately con- also follows the updated finan-
risking its liquidity and risk templated, a higher risk may be cial methodologies for project
ratings. incurred, which would be reflec- assessment (CAPM), soft con-
ted in ratings issued by the re- trols and Grupo Energa de Bo-
B. Identify short and me- levant agencies and debtholders got policies.
dium-term opportunities which would, in turn, lead to
to mitigate (previously greater financing costs for TGI. As regards project assessment,
identified) operating and it is important for TGI to identify
financial risks. On the other hand, good mana- risks in the related areas so as
gement of company assurance to quantify them and generate
C. Timely management guarantees its long-term stren- costs or savings in valuation. As
11
of the companys budget gth. This is also important for support to contracting procedu-
items (availability of re- control entities because it ensures, risks are managed by asses-
sources for all areas ac- res information will be accurate sing each supplier and contrac-
cording to the companys and true, which will highlight a tor. As to financial debt, policies
policy). companys transparency in ma- stated by rating agencies and
D. Manage and cover, from naging public resources. The banks are observed; and finally,
the insurance area, the proper management of financial as to insurance, there are clear
companys risks that may resources allows for the develo- policies for each identified risk.
be mitigated. pment of projects that will po-
sitively affect the company and Liquidity risks associated with
E. Financial strength to the community. liabilities, portfolio billing and
respond to financial com- loan capacity are mitigated from
mitments and debts. Regulatory requirements are the finance operation.
based upon the use of the In-
FINANCIAL STRENGTH
AND RISK MANAGEMENT
This matter impacts all organiza- is the Companys PQRS system

tion processes as the companys available online or through a
short, medium and long-term direct line to the relevant area.
strategy is financially projected, A financial debt management
which is why in planning the Gru- program was implemented in
po Energa de Bogot policies 2016 seeking to find refinancing
and guidelines are available to alternatives for TGI 2022 bond,
seek business value generation analyze the market conditions
by simulating business reality. In for infrastructure and utility fi-
operations, there are set financial nancing in Latin America, and
discount and prompt payment get debt instrument quotes (in-
policies, temporary investments, ternational bonds, corporate
among others. debt), according to market con-
The Financial VPs Office and ditions and procedures defined
its Planning and Financial Con- for financial operations, allowing
trol, Accounting and Treasury for the appropriate standardiza-
departments lead this area. It is tion of activities in compliance
to mention that the VPs Offi- with the applicable legal requi-
ce was restructured in 2016 by rements to the process.
forming three departments to The Fiscal Auditor, risk rating
have a more managerial and agencies, shareholders and con-
direct reporting level. This work trol entities such as the District
team is composed of 17 specia- Comptrollers Office assess the
lized professionals in each topic financial operation and business
handled in this area. from different perspectives. In
As to technology resources, TGI addition, the Audit Management
The Financial VPs Office and its and its Planning has SAP (FI and AM modules, applied in 2016 internal controls
and Financial Control, Accounting and Treasury de- TRM, investments and loans) as to payment and accounts re-
partments lead this area. It is to mention that the a system to manage the com- ceivable procedures as well as
VPs Office was restructured in 2016 by forming panys accounting information to compliance with the accoun-
three departments to have a more managerial and and budget. In respect of new ting procedures. External audits
project management, invest- were also conducted for com-
direct reporting level. This work team is composed ment bank and banks provided pliance with soft controls.
of 17 specialized professionals in each topic hand- their cooperation.
led in this area. The mechanism provided to
respond to requests, comp-
laints, claims and suggestions
164
Numbers expressed below only GRI

102-45
contemplated TGI financial per- As of December 31, operating income reached US$ 432,9 MM, decreasing by US$ 6,2 MM (-1,4%) compa-
formance. red to operating income received in 2015, as follows:
11.1 ECONOMIC PERFORMANCE INCOME At December

31, 2016
At December
31, 2015
USD Variation % Variation
EBIT DA MAXI MI ZATI ON EBITDA (US$ GAS TRANSPORT SERVICE

YEAR 245.315 245.315 -3.255 -1,3%
mm) FIXED CHARGE IN USD
FIXED CHARGE WITH COP 128.690 128.690 -4.208 -3,2%
EBITDA 2009 196,4
VARIABLE CHARGE IN USD 46.737 46.737 342 0,7%
400.0 372.1 2010 221,7 12.176 12.176 907 8,0%
359.0 361.1 355.1 ADDITIONAL SERVICES
350.0
300.0 289.2 2011 257,1 TOTAL INCOME 432.919 432.919 -6.214 -1,4%
257.1
250.0 2012 289,2 Figures expressed in thousands of US$
221.7
196.4
200.0
150.0 2013 359,0
100.0 Fixed charges in USD, which compensate invest- 390.506 MM in 2016, mainly due to the effect of the
2014 372,1
50.0 ments, reached in 2016 US$ 245,3 MM compared 6.77% price update for Colombian consumers imple-
0.0 2015 361,1 to US$ 248,6 MM (-1,3%) in 2015; that is, they re- mented in 2016.
main constant considering that in the US$ 3.3 MM
decrease, US$ 2.3 MM correspond to notes upon Variable charges saw an increase of 0.7% going from
2009
2010
2011
2012
2013
2014
2015
2016
2016 355,1
thermal customers. This fixed-charge income de- US$ 46,4 MM in 2015 to US$ 46,7 MM in 2016. Des-
crease is due to larger use of Cusiana gas, which pite volumes of transported gas in 2016 compared to
INCOME (US$ INCOME transportation rates are lower, instead of Ballena transported volumes in 2016, there was a decrease
YEAR going from 522 MCFD to 493 MCFD (-5,6%). Non-re-
mm) gas source. As to the contracted capacity, it remai-
ned constant. Finally, the effect of price update for current income derived from an arbitration award pro-
500.0 468.0
2009 251,9 465.5
capital asset producers applied in 2016 correspon- vided the Company with US$ 4.7 MM of additional in-
450.0 439.1
432.9
ded to 1.138%. come. Just as fixed charges, larger use of Cusiana gas
2010 294,1 400.0 390.8
source, to the detriment of Ballena, generated lower
350.0
294.1
338.1 Income compensating the administration, ope- income upon lower rates.
2011 338,1 300.0
USD mm
251.9 ration and maintenance expenses incurred by the

250.0 Company (fixed charges in COP), which for 2016 Occasional charges that generated in 2015 US$ 1.2
2012 390,8 MM, disappeared in 2016 upon the coming into force of
200.0 closed at US$ 128.7 MM (US$ 132.9 MM in 2015)
for a decrease of 3.2%, a drop due to monthly clo- CREG resolutions 089 of 2013 and 089 of 2014, under
2013 465,5 150.0
which this kind of services should be marketed through
100.0
sing exchange rates throughout 2016 being higher
than in 2015, so when re-expressing these char- the natural gas market manager. In 2016, the gas kee-
2014 468,0
50.0
ges in USD there is a decrease compared to the ping service was significant during the first half of the
2015 439,1 0.0
previous year. If this income comparison is made in year during El Nio phenomenon, substantially decrea-
the original currency (COP), increase corresponds to sing by the second half of the year, leading to lower in-
2009
2010
2011
2012
2013
2014
2015
2016
2016 432,9 7% going from COP 364.711 MM in 2015 to COP come which in 2015 corresponded to US$ 1 million.
166
Complementary services increased by US$ 0.9 MM, 8.0% higher compared to 2015 as shown below:
At December At December USD % deterioration. On the other

31, 2016 31, 2015 Variation Variation
hand, the equity tax decrea-
sed USD 2.3 million, mainly
OCCASIONAL CHARGES 0 1.207 -1.207 -100,0%
as a result of the higher re-
PARKING 5.952 6.922 -970 -14,0%
cord exchange rate in 2016.
BALANCE CROSS COUNT 1.652 1.720 -68 -4,0%
Other net income and ex-
GAS DEHYDRATION 300 156 144 92,5%
pense reported a higher ex-
RESERVE PREMIUM 0 0 0 N/A pense in the amount of USD
OTHERS 4.272 1.264 3.008 238,0% 0.3 million. Other income
reported a drop of USD 1.4
TOTAL INCOME 12.176 11.269 907 8,0%
million, as the sale record
in dollars in Bucaramanga
produced loss for the sale of
As to Other item, it is to note that gas loss income increased by US$ 1.9 MM in 2016, while operating assets, even though the lo-
and maintenance income increased by US$ 0,8 MM. cal currency reported profit.
In other expenses, expenses
1
Updated price factor of income expressed in USD decreased USD 1.2 million,
2
Updated price factor of income expressed in COP as there was no donations
made to the GEB Founda-
tion in 2016.
COSTS AND EXPENSES
For all the aforementioned
reasons, the operation pro-
Operation costs increased 2.0%, mance of maintenance works the transportation of operating fit and loss decreased USD
from USD 138.4 million in 2015 on the right of way; ii) deprecia- staff (districts and gas pipelines) 9.3 million. The EBITDA,
to USD 141.2 million in 2016. tions, which increased USD 3.3 was hired under the modality of which excludes deprecia-
million; and iii) costs of goods renting and transportation ser- tions, amortizations, pro-
The most relevant increase was and services, which rose USD vice, instead of vehicle leasing. visions, other income and
reported in the accounts of: i) 1.5 million, due to the variation expenses and the equity
maintenance and repair orders of operation agreements and Administration expenses for
tax from operational profit
and contracts, which grew USD balance with producers (OBA) 2016 remained at the same le-
and loss, went from USD
4.0 million, mainly related to during 2016. On the other hand, vel of those reported in 2015,
361.1 million in 2015 to
the integrity of gas pipelines, the following items decreased: with a slight rise of 0.2%. Ne-
USD 355.1 million in 2016,
due to inspections to several i) general, which dropped USD vertheless, it is to be noted that
which is mainly explained by
gas pipelines comprised within 2.2 million, due to lesser ex- provisions and amortizations
the decrease in operational
the TGI system, carried out in penses regarding surveys and accounts reported growth due
income, especially that pro-
2016 by the intelligent inspec- projects and relationship with to the record of inventory and
duced by fixed charges in
tion tool ILI, and the perfor- communities; and ii) leasing, as property, plant and equipment
dollars.
168
GRI
PROFIT AND LOSS STATEMENT FOR THE PERIODS ENDED ON DECEMBER 31st 2015 AND 2016
201-1
(Figures in Thousands of USD)
DIRECT ECONOMIC VALUE PRODUCED AND DISTRIBUTED
By Dec 31st By Dec 31st USD Variation % Variation
2016 2015
Figures in USD 2016 2015 % Variation
Gas Transportation Service 432.919 439.133 -6.214 -1,4%
Operational Costs -141.208 -138.430 2.778 2,0% Direct Economic Value Produced
Income 432.918.912 439.133.099 -1,4%
GROSS PROFIT AND LOSS 291.711 300.703 -8.992 -3,0% Financial Income 14.065.570 13.565.908 3,7%
Profit on Sale of Assets -1.287.148 117.989 N/A
ADMINISTRATION EXPENSES Total Income 445.697.334 452.816.996 -1,6%
Economic Value Distributed

Personal Services -5.228 -5.737 -509 -8,9%
46.722.903 46.443.857 0,6%
Administration and Operational Operational Expenses
-10.630 -10.731 -101 -0,9% 16.112.462 17.462.257 -7,7%
Employees Wages and Benefits
Expenses 85.472.128 76.827.655 11,3%
Payment to Capital Suppliers
Depreciation, amortization and -2.712 7.887.178 10.810.823 -27,0%
-5.436 2.724 100,5% Payment to the Government
provisions 242.997 2.098.503 -88,4%
Investment on Communities
Taxes -2.278 -2.000 278 13,9%
-4.366 -6.700 -2.334 -34,8% Total Expenses 156.437.668 153.643.095 1,8%
Equity Tax
-27.938 -27.880 57 0,2% Economic Value Withheld 289.259.666 299.173.900 -3,3%
Other income -1.085 340 -1.426 N/A
Other expenses The above table (201-1) shows sed to USD 432.9 million, with Regarding income from the sale
-66 -1.219 1.153 -94,6%
the direct economic value pro- a decrease of -1.4% regarding of assets, this item had a nega-
Net -1.151 -879 -273 31,0%
duced and distributed index. this item in 2015. tive balance due to the differen-
This index is helpful to unders- ce in the Representative Market
OPERATIONAL PROFIT AND LOSS 262.622 271.944 -9.322 -3,4% With respect to financial inco-
tand how the organization has Exchange Rate - TRM (USD -
been creating value for all the me, this reported a positive net COP) in force between the time
Financial Costs -87.003 -77.279 9.724 12,6% behavior in 2016 of 3.7 % when
groups of interest and which its when the purchase of the Bu-
Financial Income 14.066 13.566 500 3,7% compared with the same item
role is within sustainability of caramanga seat was made and
Exchange Differences 16.882 -43.588 -60.470 N/A in 2015. A higher accrual of in-
the economic systems. the TRM at the moment of sale
terests from credits kept with of such asset. It is to be noted
- According to the methodolo- GEB was the main reason for
206.566 164.643 that the sale reported a profit, in
PROFIT AND LOSS BEFORE TAX ON 41.924 25,5% gy presented, the Company the increase of 137% reported local currency (COP).
PROFIT withheld value for USD 289.3 in this item; on the other hand,
million in comparison with USD the higher income previously In regards to operational ex-
Taxes on Profit -95.329 -119.726 -24.397 -20,4% 299.2 million in 2015, which re- mentioned was offset by the penses, these grew 0.6% when
presents a variation of -3.3%. decrease in the income of CDTs compared with the same item
PROFIT AND LOSS FOR CONTINUING 111.237 44.917 66.321 147,7% in local currency as less resour- in the immediate previous year.
OPERATIONS By December 31st, 2016, ope- ces were invested in these fi- The most representative ex-
rational income of TGI increa- nancial instruments. penses in the period 2016 were
170
produced by higher disbursements in services to syndicated loan (IELAH). Additionally, financial

guarantee integrity of gas pipelines, professional costs from decommissioning increased due to a
fees and consultancy; likewise, an effort was made higher value expected in financial costs caused by
regarding maintenance of facilities and gas pipeli- a higher accounting of non-current assets in the
nes which contributed to the increase of these two financial statements of the company. Empresa de Energia de Bogota And Subsidiaries Outlook Revised To Stable From Ne-
items. Higher investments were offset by a decrea- gative; BBB-Ratings Affirmed, which served to ratify the rating. Additionally, it em-
se in the repair of infrastructure and the contracting Payments to the Government reported a drop of phasized the improvement in the financial indicators of the group in general (EEB) and
of surveys and projects. -27.3% in comparison with 2015, mainly because the good perspectives the group has for the future.
of the lower expense with respect to tax on weal-
Regarding wages and benefits, these decreased th and lower contributions made to the conver- Finally, on October 20th, 2016, Fitch Ratings, in its press report, issued the following
-7.7% due to a lower expense reported in bonuses, sion of vehicles to natural gas. opinion: Fitch Affirms Transportadora de Gas Internacional SA ESPs IDRs at BBB;
salaries, trips and travel expenses, explained by va- Outlook Stable. I also issued the following opinion regarding the company: TGIs ra-
cant positions during the year 2016. The impact of Finally, investments within communities had a tings reflect the companys stable and predictable cash flow generation, business
the 2016 devaluation had a positive result, in com- negative variation of -88.4% with respect to the strength, expectations of moderate leverage over the medium term, as well as its solid
parison with that of 2015, in the financial state- previous year, due to the decrease of donations liquidity position. Historically, TGI has benefited from its linkage to its primary share-
ments of the company at the expense level. to the GEB Foundation. holder, Empresa de Energia de Bogota S.A. E.S.P. (EEB), which supports the company
through an intercompany loan. TGIs exposure to regulatory risk is considered modera-
Payments to capital suppliers grew 11.3%, mainte further supporting its ratings.
ly because of interests accrued as a result of the
11.2 CONFIDENCE OF SHAREHOLDERS

A N D I N V ES TO RS
RISK RATING
TGI will keep permanent contact with risk rating agencies, as part of its efforts to manage the
new financing needs do not affect its Investment Grade rating: In 2016, TGI kept its investment
rating with the three risk rating agencies (S&P, Moodys and Fitch).
On June 1st, 2016, in its public report, the rating agency Moodys issued its rating for TGI,
which was rated as Baa, as expressed in this extract of the report: The Baa3 senior unsecu-
red rating of Tansportadora de Gas Internacional S.A. E.S.P. (TGI) reflects the issuers leading
position in the Colombian natural gas transportation market. It also factors the overall credit
supportive regulatory environment under which it operates, its substantial contracted capacity
and the limited volumetric exposure that underpin its predictable cash flows.
Besides, on September 2016, S&P Global Ratings, in its public communiqu, opened with this
sentence:
172
INVESTMENT PLAN
COVERAGE
A financial market survey was

conducted with the main banks
with a view to identifying the
trends and opportunities for the
issuance of long-term corpora-
te debt.
Objectives determined for this
goal are as follows:
Determine refinancing alternatives of the

TGIs 2022 bonus
Analyze the market conditions for financing
of infrastructure and public services in LA-
TAM
Assess prices indicating debt instruments
(international bonuses, corporate debt), ac-
cording to market conditions
CHALLENGES
RETOS 2017 FOR 2017
Based on the above, a working
plan for 2017 was designed, Strengthen the ITC platform supporting the financial operation of TGI.
which looks forward to improve
the financing conditions of the
Improve the financing conditions of the company, regarding costs and/or terms.
Company and guarantee re- Keep the investment grade of debt and TGI as issuer.
sources required for the invest-
ment plan. Manage resources and financing required by the projects of the TGI strategic
plan.
174
MANAGEMENT
APPROACH
This matter represents for TGI This matter has a direct impact in with the national and interna-
the expansion guarantee of the strategic plans, in aspects such tional technical standards re-
Company, as well as the viabili- as diversification of activities, in- quired in each one of the spe-
ty to grow and increase demand vestments and expansion, and, cialized areas of infrastructure
through the structuring of new at the same time, is supported regarding gas transportation.
businesses and the development by the majority of the areas of
the Company such as Supply, New businesses and the grow-
of services related to gas trans- th of the portfolio are managed
portation, which will result in va- Legal Consultancy, Finance, Ope-
rations, Government Issues and in conformity with the guideli-
lue increased for shareholders. nes established in the Corpo-
Sustainable Development.
In the management of new bu- rate Strategic Plan, which is
sinesses, good practices are The appropriate management subsequently developed within
taken into account within the in the development of expan- the areas, considering ideas,
framework of ethics and legal sion projects have a positive im- opportunities, market intelli-
matters, contracting, taxes, and pact for shareholders and other gence, conceptualization and
12
financial standards, both natio- groups of interest, among which assessment of projects. All the
nal and international. Thus, this the communities in the areas of above produces new busines-
is how sensitivities of potential influence, suppliers and contrac- ses which are submitted for
business are analyzed, quan- tors, considering that the biggest approval by the Boards and
tified, assessed and mitigated impact results in the compliance Committees of the Empresa
through financial models, con- with the contracting conditions Energia de Bogota and TGI, en-
sidering economic, social, mar- established by the commercial tities providing the guidelines
ket, environmental, legal, re- area with customers. and selection of alternatives for
gulatory, technical and country TGI, in order to develop the ex- its management.
risk variables. pansion projects, must comply
STRONG AND
PROFITABLE
GROWTH
Infrastructure expansion pro- nationally and internationally. ters. For investment projects, a
jects are the result of a new bu- guaranteed investment budget
Leadership in this matter is
siness approved and viable for is available for the execution of
kept by the Office of the Busi-
the company, which are deve- projects approved for the pe-
ness Vice President and by the
loped through the application of riod of validity.
Commercial, New Business and
standards for the management Management assessment on
Projects Managements, thanks
of projects according to the best this matter is carried out throu-
to a team of professionals and
practices and aiming to get a fi- gh a Monthly Management Ta-
advisors committed with the
nal product in accordance with ble developed by the leading
development of strong actions
the specifications, budget and area, through which follow up
which may allow the demand to
schedule previously determi- is kept on the structuring and
increase and the structuring of
ned. The development of these development of each one of the
new business opportunities.
projects takes into account the projects and new businesses.
guidelines established by the Additionally, other resources
Additionally, there is a verifica-
Project Management Institute are available and, especially
tion and assessment depart-
(PMI). for the development of new
ment which is in charge of its
businesses, consultancy has
Objectives defined for this mat- Presentation before the TGI and
been contracted or developed
ter focus on the identification of EEB Committees and Boards of
among the several areas of
New Potential Business, which
may produce value to the Com-
the company depending on the
Directors.
Management is also assessed
12.1 BUSINESS
characteristics of the project,
pany, as well as on the ability to
successfully generate new bu-
and resources has been put by the control-related entities,
such as the District Comptro-
CO NTI NU I TY
into training and education on
sinesses producing value and llers Office
regulation and operation mat-
growth to the company, either
NEW BUSINESSES In 2016, the management of life span, which entails the fea-
new businesses focused on the sibility assessment of pipelines
economic viability of expansion to replace them as new or con-
projects of the gas transpor- tinue operating those gas pipe-
tation infrastructure, required lines which have already been
to address a higher request of operating for 20 years.
demand, among which the fo-
llowing expansion projects: Cu- TGI was also exploring the possi-
siana Vasconia Stage IV, Cusia- bilities to increase its internatio-
na-Apiay- Ocoa, Dehydration nal presence in markets identi-
Service Guajira and normative fied as attractive by the company.
178
CHALLENGES FOR 2017 Promote the use of natural gas as fuel in public transportation sys-
tems in Bogota, presenting natural gas as an advantageous and Venezuela
sustainable alternative from the financial and environmental points

of view.
Neira Manzanares
Integrate gas production related to minor fields to the National Villa

Villa Maria
Palestina
Manizales Mariquita
Risaralda
Transportation System.
Fresno
Brasil Choc
Marsella
La Celia Herveo
Ecuador
Chinchina
Balboa Sta Rosa Cabal Quindo
Dosquebradas
Pereira
Cartago
Enable expansion projects required in infrastructure for gas trans- Per

Alandla
Obando Valle del Tolima
La Unin
Salento cauca
Armenia
portation, in order to address demand requirements. Roldanillo Zarzal

La Tebaida
PK0 + 000
PK 37 + 500 Cauca
Sevilla
(Trunk-PK connection Bugalagrande
Participate in projects presented by the UPME and adopted by the 218 + 846)
Andaluca
Tulua End of the loop
MME which intend to guarantee availability of and reliability on the Start of the loop
San Pedro
Buga
provision of the natural gas transportation service. Guacar

El Cerrito
Ginebra
Define the continuity of operations of gas pipelines with 20 years of Yumbo

Palmira
normative life span or their replacement as new.

Florida
Cali Pradera
La Victoria Montenegro
Candelaria Papeles del Cauca
La Tebaida Republic of Colombia
Department of:
Continue exploring participation in international markets. Zarzal
Quindio Valle del Cauca and Quindo

Municipality of:
Jamund
Sevilla La Tebaida, Montenegro, La Victoria,
Zarzal, Sevilla
Valle del Cauca
General Location
MANAGEMENT OF
EXPANSION PROJECTS ARMENIA LOOP PROJECT
Purpose: Increase the capacity of gas transported to the mu- SOCIAL AND ENVIRONMENTAL IMPACTS OF THE PROJECT:
TGI made a review on the de- nicipalities of Caicedonia and Sevilla in the Valle del Cauca
velopment of infrastructure department, and La Tebaida, Calarca, Montenegro, Armenia,
expansion projects and faced Quimbaya, Filandia, Circasia and Salento, in the Quindio depart-
relevant changes during the ment. The increase is 8.3 MMSCFD, which represents millions The project allows meeting the natural gas demand from populations in
2016 business year, which po- of standard cubic feet per day the municipalities of Caicedonia and Sevilla, in the Valle del Cauca depart-
sed the challenge for 2017 to ment, and La Tebaida, Calarca, Montenegro, Armenia, Quimbaya, Filandia,
Scope: Building of the Armenia Loop (38 Km in 8 inch-diameter
solve delays in execution. Circasia and Salento, in the Quindio department. Likewise, other positive
between the PK 219 of the 20 inch-trunk line and the deriva-
impacts are:
tion of the branch to La Tebaida municipality, which will allow to
increase capacity by 8.3 MMSCFD. Employment opportunities for skilled and unskilled laborers in the region
Budget: 19.2 MUSD (Million Dollars). Consumption of goods and services in the regions of influence
Term: Startup on October 2017 Economic income to municipalities due to the distribution of taxes incu-
rred in the region
Project Stage: Execution
Reduction of cost for energy supply for regions provided with natural gas
Project Location:
180
CUSIANA APIAY OCOA EXPANSION PROJECT Social and Environmental Im- CUSIANA III STAGE EXPANSION PROJECT
Progress and results in pacts of the Project: It allows ad-
2016: dressing the demand expected
Purpose: Scope: for gas transportation in Villavi- PURPOSE:
Preparation of 100% of cencio and the Ecopetrol ther- pment and pipes, environmental
the Basic and Project De- Increase the capacity of natural Building of 1 compression moelectric plants. Increase the capacity for na- and social compensation, Supervi-
tail Engineering. gas transported in 32 MMSCFD station of natural gas in the tural gas transportation in the sion and Building of the expansion
between Cusiana and Apiay. 7.7 municipality of Paratebueno Increase the transportation ca- Cusiana-Vasconia gas pipeline in Miraflores, Puente Guillermo
Permit by the environ- pacity of the Cusiana -Apiay and and Vasconia stations and Adjust-
MMSCFD will be deviated to the (Cundinamarca). by 20 MMSCFD to address the
mental authority to exe- Apiay Ocoa gas pipelines ments for the Hub Vasconia.
Apiay-Villavicencio-Ocoa gas pi- requirement of shippers.
cute the project through Building of 1 compression
peline. This increase in capacity Employment opportunities for
the modification of the station of gas in the munici- SCOPE: Budget: 31.6 MUSD
will allow to address the request skilled and unskilled laborers in
environmental license pality of Villavicencio (Meta).
for transportation of natural gas the region Basic Engineering, Detailed Engi- Term: May 2017
thereof
from Cusiana, Apiay and Villavi- Budget: 48.2 MUSD neering, Environmental Studies,
cencio. Consumption of goods and servi- Project Stage: To Execute
During the last quarter request for environmental per-
of 2016, contracting was Term: December 2017 ces in the regions of influence
missions before CARs, procure- Project Topology:
made for the supply of Project Stage: To Execute Economic income to the munici- ment of compression units, equi-
pipes and building of the palities due to the distribution of
project, which will com- Project Topology:
taxes incurred in the region
mence building activities
in 2017.
BARRANCABERMEJA
Progress and Results in 2016:
77 Mpcd
E.C
APIAY << 64 Mpcd Purchase of parcels for the Max
1200 psig construction of compression SEBASTOPOL

USME CUSIANA stations.
<< 17,78 Mpcd 137 Mpcd E.C << CUSIANA
Max NUEVA E.C NUEVA E.C Preparation of an environmen- Max << 242 Mpcd P.GUILLERMO 412 Mpcd
EN PK 0 EN PK 95 tal impact study for the modi- Max 1200 Psig
APIAY - OCOA PARATEBUENO fication of the environmental 192 Mpcd
SURIA Max E.C
license of the project. VASCONIA E.C
MIRAFLORES
VILLAVICENCIO Elaboration of previous Engi- 222 Mpcd
Max
neering for the contracting of MARIQUITA Y
OCCIDENTE
OCOA engineering, procurement and
COGUA Y
building of the two (2) new gas BOGOT
compression stations as of the
year 2017.
182
Social and Environmental

Social and Environmental Impacts of the Project: It will Impacts of the Project:
allow addressing the unsatisfied demand from other The projec responds to
main consumption centers within the country, including CUSIANA STAGE IV EXPANSION PROJECT the requests for transpor-
Medellin and the Coffee Sector. Other impacts are: tation capacity made by
Ratification of the TGI commitment with the increase of customers (Open season:
Purpose: Adjustments to the Miraflo-
natural gas transportation in Colombia and the develop- res and Vasconia Gas Com- April 2015).
ment of the sector. Increase the capacity of na- pression Stations It allows solving the bo-
tural gas transportation in 43
The project will subsequently allow counter flow trans- Budget: 78.3 MUSD ttleneck existing in the
MMSCFD between Cusiana and
portation in the Ballena Barrancabermeja gas pipeline. system in La Belleza-
Vasconia, 17 MMSCFD as of
Term: Vasconia section (Main
The project also increases the transportation capacity in the year 2017, and 43 MMSC-
interested, Gases de Oc-
the Vasconia Barrancabermeja section by 45 MMSC- FD as of the year 2018. 17 MMSCFD: October 2017
cidente).
FD. Scope: 26 MMSCFD: June 2019
The execution of this
Employment opportunities for skilled and unskilled la- Building of 49.6 Km of 24 Project Stage: Execution project ratifies the TGI
borers in the region diameter-loops commitment with the
Project Topology: increase of natural gas
Consumption of goods and services in the regions of in- Expansion of the Puente
fluence transportation in Colom-
Guillermo Gas Compression bia and the development
Economic income to the municipalities due to the distri- Station of the sector.
bution of taxes incurred in the region
The project allows TGI to
keep its position as main
283,5 MMSCFD 455 MMSCFD 455 MMSCFD 455 MMSCFD transporting company,
which contributes with
PROGRESS AND RESULTS IN THE YEAR 2016: confidence to the system
and eliminates a bottle-
CUSIANA
neck in the system.
The Company peformed, in 2015, engineering and the purchase of E.C E.C E.C
VASCONIA
three compression units, one additional unit per every station: Mira- P.GUILLERMO MIRAFLORES Employment opportuni-
flores, Puente Guillermo, Vasconia, and Adjustments to the Hub Vas- 171,5 ties for skilled and unski-
conia. During 2016, building works started for the expansion of com- MMSCFD
0 0 lled laborers in the region
pression stations, but risks of delay appeared in the Project Schedule MMSCFD MMSCFD
and works were temporarily suspended. In consequence, in the same Consumption of goods
COGUA
year, priority works for the security of the operation were contracted and services in the re-
and executed and, in the last quarter of 2016, contracting was made gions of influence
FASE IV AMPLIACIN DE TRANSPORTE Y COMPRENSIN EN 43 MMSCFD CON LA INCORPORA-
for the conclusion of the project works, with a view to making such CIN UNA UNIDAD EN PTE. GUILLERMO Y LA CONSTRUCCIN DE LOOPS ENTRE CUSIANA - EL
Economic income to the
capacity available for the first quarter of 2017. PORVENIR, PTE GUILLERMO - LA BELLEZA Y PUERTO ROMERO - VASCONIA
municipalities due to the
distribution of taxes incu-
rred in the region
184
PROGRESS AND RESULTS PROJECT ON THE REPLACEMENT OF PIPELINES DUE TO

IN 2016: NORMATIVE LIFE SPAN:
Consolidation of the project

execution strategy Purpose: Budget: 16.7 MUSD
Preparation of 100% of the Replacement of 4 branches Term: October 2018

conceptual engineering of the after their normative life span Project Stage: Selection
project expired, in conformity with the
CREG resolution 126 of 2016. Social and Environmental Impacts
Preparation of the terms of
of the Project: It allows solving ille-
reference for the contracting Scope: gal connections by houses illegally
of Environmental Studies and
connected to the Galan Yondo
basic Engineering of the project Replacement of the following
gas pipeline, for the provision of
branches in south of the Bolivar
natural gas for domestic use in a
department:
safe manner. Other impacts inclu-
Branch Yariguies - Puerto Wil- de:
ches
Employment opportunities for
Branch Z. Industrial Cantagallo skilled and unskilled laborers in
Cantagallo the region
Branch Cantagallo San Pablo Consumption of goods and

services in the regions of influence
Total Galan Casabe Yondo
Economic income to the muni-
Equivalent to about 23.7 Km of cipalities due to the distribution of
pipes in 4 inch-diameter and 3.7 taxes incurred in the region
Km of pipes in 2 inch-diameter.
PROGRESS AND RESULTS IN 2016: SSON LEARNED ON PROJECT MANAGEMENT
Consolidation of the project execution strategy Building works being advanced in the development of the Cusiana
Stage III Expansion Project, in the Puente Guillermo, Miraflores, Vas-
Preparation of 100% of the conceptual engineering of the project conia and Hub Vasconia Gas Compression Stations, were temporarily
suspended for a 6 month-period during 2016 due to the termination
Preparation of the terms of reference for the contracting of Envi-
of the contract by the Company with the contractor in charge of the
ronmental Studies and Basic Engineering of the project
works, which posed an identified risk of delay to the startup of the
project as a result of the non-compliance with the contracting requi-
rements by the contractor.
186
CHALLENGES FOR 2017
Such contracting termination caused the following social and envi- Implementation and adaptation of the model on creation of value and project management for
ronmental impacts in the communities of influence: the appropriate selection and implementation of the right initiatives / projects.
1. Termination of employment contracts for employees related to Implementation of the ex post assessment practice, to a minimum of 4 projects, with a view to
the project leading the formulation and preparation of new projects, determining the value they add to the
Company, providing feedback, improving the planning processes, and becoming a tool for the im-
2. Labor liabilities to employees related to the project provement of future decision making.
3. Commercial liabilities to suppliers of goods and services under Startup of the Armenia loop of 38 Km in 8 inch-diameter, to increase transportation capacity in
the contract 8.3 MMSCFD, within the planned scope, cost and time restrictions.
4. Deterioration of relationships with the communities of influence Startup of compression units in the Vasconia, Puente Guillermo and Miraflores stations, on May
2017.
5. Decrease of income to municipalities due to resources received
for taxes incurred Declaration of 32 MMSCFD capacity, by the construction and startup of the Paratebueno and
Villavicencio stations, within the planned scope, cost and time restrictions.
In the light of these events, TGI has adopted as lessons learned:
Declaration of 17 MMSCFD capacity, by the startup of an additional Compression unit in the
Deficiencies in its selection and contracting processes
Puente Guillermo station of the Cusiana Stage IV Expansion Project, within the planned scope,
Lack of contracting mechanisms allowing to guarantee the complian- cost and time restrictions.
ce with the purpose of contracts
Execution of the Capex Budget planned for the year 2017
Planning deficiencies for the implementation of contracts
As a consequence of these lessons learned, the Company has been
implementing the following actions and action plans which serve to
mitigate the appearance of risks and their impacts:
12.2. INCREASE
Review of the TGI Contracting Manual
Prequalification processes of bidding firms
IN DEMA ND
Presentation of new strategies in line with the transparency policies
and the Contracting Manual COLLABORATION AGREE-
MENTS WITH AGENTS OF force during 2016 addressed In 2016, around 15 thousand
Structuring of a Project Management Model THE NATURAL GAS CHAIN the areas of Bogota, Medellin vehicles were converted to na-
and the west part of the coun- tural gas with incentives provi-
Review of priorities /needs of projects Planning In 2016, no agreements were try. However, in the last quar- ded by these agreements, from
Development of engineering and previous studies entered into, as three agree- ter of 2016, the continuity of a total of 17.8 thousand vehi-
ments were still in force up to the companys participation in cles converted in the country
Review of premises of projects December 31st of the same this kind of agreements was that same year. (According to
year, which purpose was to approved. This continuation statistics provided by the web-
increase the natural gas con- was approved for two (2) more page of the Ministry of Mining
sumption through vehicle con- years, it is to say, up to Decem- and Energy).
version. The agreements in ber 2018.
188
INCENTIVES TO NATURAL GAS CONSUMPTION OTHER RELEVANT MATTERS

VOLUM E
T RA NSPORTE D
Natural Gas for Vehicles: ( M PC D)
In 2016, TGI concluded negotiations with the Chevron Petroleum
Company for the provision of natural gas dehydration service, using
During 2016, in addition to the MPCD, and by October 2019 it the pertinent plant located in La Guajira (property of TGI). This service
implementation of agreements would be 455 MPCD (project generates revenue for the Company of approx. USD 10,000 million
in force to increase natural gas named Cusiana stage IV). with a validity period of three (3) years and possibility for renewal.
550
consumption through vehicle
conversion in Bogota, the west Another project TGI is actively Moreover, five (5) new connections were made, out of which three
part of the country and Mede- involved in is the expansion of (3) exit points will benefit the industrial sector, one (1) new exit point
llin and Valle de Aburra, analysis the Cusiana - Apiay gas pipeli- will address the NGV sector and one (1) entry point will benefit the
was also conducted to assess ne, which aims at increasing the 523 gas supply for the country directly.
the TGIs involvement in agree- transportation capacity from
A successful experience in 2016 has been the management and
500
ments to promote the entry of 32 MPCD up to 64 MPCD. This
project also expands the Apiay address of matters derived from the Market Manager, where all pro-
dedicated natural gas vehicles in cesses structured by regulations for such purpose have been imple-
Ocoa gas pipeline capacity 494 493
fleets for passenger transporta- mented and work has been done in conformity thereof in order to
tion, cargo transportation or dis- from 7.2 MPCD up to 22 MPCD.
consolidate information entered into the SEGAS platform.
tribution vehicles in order to in- Armenia Loop: Building of a
crease the natural gas demand. 37.5 Km and 8 inch-loop pa-
450
rallel to the existing 6 inch-line

454 CHALLENGES FOR 2017
SYSTEM EXPANSION
Armenia Zarzal, which addi-
PROJECTS: tional gas transportation capa-
The Cusiana - Vasconia ex- city is 8.3 MPCD and with the
startup scheduled to take place Implementation of 100% of the commercial contracts to
pansion project will serve to
ensure the viability of new expansion projects arising du-
400
increase the capacity of gas on the third quarter 2017.

ring this period.
transportation to 455 MPCD.
In the second quarter of 2017, Successful management of the receiving of 100% of the
this capacity could reach 412 2013 2014 2015 2016 contracts for Construction, Operation and CO&M Mainte-
nance of the points located in the Mariquita Cali gas pipeli-
ne (BOMT TRANSGAS DE OCCIDENTE).
190
MANAGEMENT A. New Supply Model (available here)

APPROACH B. New Contracting Manual
For Transportadora de Gas C. New Supply Policy (available here)

Internacional, its value chain With the above, principles ruling supply, namely:
is especially important as equality, morality, efficiency, economy, prompt-
it relates to the Companys ly, impartiality, advertising, transparency, plan-
sustainability and the servi- ning and tax management, were also defined for
ce provided; therefore, TGI the entire Grupo de Energia de Bogota.
allocates a high percentage
of its budget to the purchase Additionally, different risks were evidenced,
and contracting of high quali- which are covered in the new Contracting Ma-
ty goods and services, taking nual:
into account that the econo-
Unsuccessful contracting processes
mic impacts (price, complian-
ce with contracts, projects Inefficiencies in the contracting process for
implementation), operational repetitive awarding of contracts to the same
impacts (opportunity within contractor
supply, quality), environmen-
tal impacts (observance of the Performance of activities without contrac-
HSEQ regulations) and social tual backup
13
impacts (groups of interest Frauds or irregularities in contracting proces-
within the areas of influence) ses
make of the alliances with su-
GRI ppliers a transversal matter. Loss of sensitive documents of the contrac-
102-10 ting processes
Inadequate contractual supervision and ma-
During 2016, after the up- nagement performance
dating of and alignment with
the best practices of the pre- For TGI, a 2016 milestone was given by the in-
vious model and the analysis crease of inclusion in its selection processes
compared with the legal fra- for local suppliers, considering, within its new
mework of other mixed eco- Contracting Model, to conduct a prequalification
nomy and/or public services process aimed at adjusting the scope, so the
companies, three significant MSMEs and Companies in the areas of influence
HAVING A changes were made regarding may participate. For the above, financial range
the way TGI manages its Value and clear rules were defined in order to prequa-
SUSTAINABLE Chain, all of which focused on lify these Companies in accordance with their
VALUE CHAIN adding sustainability to both
the liaison and the process:
capacity and size, avoiding to concentrate the
prequalification only in big companies.
13.1. SUPPLY
M OD EL
SUPPLY CHAIN Definition of four contracting ting Committee and Strategic

Even though different functional areas are involved, the depart-
ment leading this process and the compliance with the newly
modalities: Request for Direct Supply Committee.
published Model, Manual and Policy is the Supply Management,
The implementation of the Bid, Close Competitive Process, Definition of new delegations as part of the Office of the Services & Administrative Vice-Pre-
new Supply Model has pro- Open Competitive Process and for contracting to the Supply sident, which will centralize steps, such as requisitions of diffe-
duced several changes in the Emergency Contracting, defining Manager, the VPs and the CEO rent areas of TGI, as well as the time saving and management
process, among which: causes for each one of them. of the company. indexes, which in fact, during 2016:
Establishment of four stages Addition of the possibility to Appearance of Commercial
of the process: Planning, Selec- strengthen the contractual pro- Instruments as tools to accele-
tion, Execution and Termina- cesses through electronic com- rate contracting processes from
tion, which allows highlighting merce tools. previous agreements with con- Reported a reduction of 14 days in the duration of
the importance of planning for
Modification of the pertinent tractors and suppliers, such as: open processes and 22 days of duration in close pro-
the development of contractual
Committees and their members, price agreements, framework cesses.
processes.
establishing the approval in only agreements, fees and price lists.
Addition of the possibility to one instance, depending on the Reported a reduction in the number of approvals and
conduct non-binding Market In- magnitude of the contractual verifications without value adding to the process,
telligence, with a view to explo- process, being composed as fo- managing to give a strategic view to the supply wi-
ring market during the planning llows: Operational Contracting thin the company and extending the knowledge on
stage. Committee, Strategic Contrac- the market by using commercial instruments.
THE SIX STAGES OF THE SUPPLY PROCESS:
3. Development 4. Opening and

of the Process assessment
2. Approval and of Recruitment offers
5. Awarding and
recommendations subscription of
of the Committees the contract
of Recruitment
1. Elaboration of 6. Approval
requisition and of policies
delivery to the or order of
194 GAB commencement
VALUE CHAIN TRANSPORT GRI

102-9
El 98,54%
185 billion of the suppliers and contractors are
SERVICE OF GAS
02
COP in payments Colombian
OPERATION to suppliers and contractors
01
In charge of the operation of the
COMMERCIAL MANAGEMENT network of TGI Gas Pipelines, in
compliance with the daily trans-
In charge of management activities with portation schedules in conformity
customers, as well as of negotiation, with the contracts and regulations
signing and management of commer- for gas transportation, which may
04
cial contracts, and the follow up to allow providing the service in a
contractual conditions. safe and continuous manner.
Input: purchase of natural gas fuel
for the operation of the compres-
sion n stations.
DESIGN AND BUILDING
In charge of expansion projects and

improvement of infrastructure in
TGIs natural gas transportation.
Such projects include the design,
building and startup of gas pipelines
and their facilities, gas compression
stations and Loops. Inputs: materials,
tools, equipment, manpower and
transportation. Designs, works,
supply of equipment, supply of pipes
and facilities of the transportation
infrastructure are contracted for this
process. Supervision of works and
environmental consultancy are also
contracted.
03
MAINTENANCE
In charge of all the planning, scheduling and execution activities

for preventive, corrective and per condition maintenance as well
as inspections to the gas transportation infrastructure in order
to increase the availability of and reliability on the provision of the
transportation service. Input: materials, tools and consumables,
major maintenance, repairs, per condition maintenance, inspec-
3,957,29 km tions to the infrastructure and maintenance of the Right of Way
are contracted, as well as technical advice, supplies for personal
length of the gas pipeline with a
capacity of 730 MPCD security, personal transportation, among others.
196
Location - City Number Percentage Location - Dept. Number Percentage

TYP ES O F TG I S U P P L I E RS
Bogot D.c. 90 66,67% Cundinamarca 93 68,89%
Bucaramanga 9 6,67% Santander 17 12,59%
Medelln 6 4,44% Antioquia 8 5,93%
Barrancabermeja 4 2,96% Boyac 7 5,19%
Barranquilla 4 2,96% Atlntico 4 2,96%
La Belleza 2 1,48% Tolima 2 1,48%

Distribution by type
Jenesano 2 1,48% Casanare 2 1,48% 22,58% from providers
Cota 2 1,48% Meta 1 0,74%
Aguazul 1 0,74% Cesar 1 0,74%
Ibagu 1 0,74% Total general 135 100,00%

Works and
Miraflores 1 0,74% 77,42% maintenance
Saldaa 1 0,74% Supplies,

Location - Country Number Percentage Consulting and
Boyac 1 0,74% other services The value of payments to contractors
Colombia 135 98,54% made during the period of validity 2016 is
Tunja 1 0,74%
$185,373,380,854 COP.
Mxico 1 0,73%
Cha 1 0,74%
The supply management had a budget of
Estados Unidos 1 0,73%
Yond 1 0,74% $405,000,000 COP, with advising on bid as-
Total general 137 100,00% sessment, registration of suppliers, consultan-
Pez 1 0,74% cy for the analysis of expenses and service to
Guamal 1 0,74% elaborate a list of accepted brands. TGI has a
team composed by 8 professionals and the Su-
Tauramena 1 0,74% pply Manager, as well as the SAP information
system, where contracts are registered and
Envigado 1 0,74%
linked to the budget and payment modules.
Ventaquemada 1 0,74%
As a communication mechanism to third par-
Florin 1 0,74% ties, the Company has made available the Ethi-
cal Channel (managed by the Internal Super-
Aguachica 1 0,74%
vision Management) through which irregular
Floridablanca 1 0,74% situations may be reported related to the con-
tractual processes, as well as direct communi-
Total General 135 100,00% cations between contractors and supervisors
managing contracts.
198
13.2. SELECTION, MONITORING AND COMPREHENSIVE

AS SES S M EN T O F S UP P L IE RS
AN D CO N T RACTO RS
In TGI, the monitoring and assessment of the process may be sum- Corporate Physical
marized in four key aspects: Security
A. Verification through performance indicators allowing to balance Collection of Liquid
working loads, measure times of the contractual process and its sta- Hazardous Waste and
ges, as well as the signing dates of contracts and receiving of requi- Manager
sitions.
Collection of Solid
B. Internal and external audits by the Internal Audit Management and Hazardous Waste and
by the Comptrollers Office of Bogota, the Superintendency of Public Manager
Services and the Tax Auditing Office.
Warehouse
On this regard, during the 2016 business year: Management Plans of action were establi- to all critical contracts to per-
shed as a result of this as- form prequalification processes
Eight critical contractors were assessed (so defined by the danger and HSEQ Expansion sessment, with 4 contractors allowing the company to know
risks to security and health at work, as well as by the environmental Projects Management complying with the established in detail the financial, technical
aspects and impacts generated in the development of their activities,
Maintenance of Right terms, which entered into con- and legal capacities of the po-
the provision of service in the different working centers of TGI and a
of Way tracts with the Company in bu- tential bidders.
term longer than one year for the execution of the activities), which
siness years prior to 2016.
provide the following services: General Services and Likewise, a bank of economic
supplies for the TGI Two critical contracts for the assessment equations was de-
working centers Company were early termina- termined for bids, establishing
ted due to breach of contract, options to the assessment by
Document which correct implementation the lowest bid value, mitiga-
Management was directly related to grow- ting risks in the implementation
th projects representing fu- of contracts awarded to those
ture revenue for TGI, with the companies artificially configu-
lesson learned and replicated rated as the lowest bidders.
200
A part of the reinforcement to D. Annual Purchases and Con-

this control and supervision in- tracting Plan: by which manage-
cludes the certificate of HSEQ ment opportunities adding value
GRI and Social Good Standing, as a to the Company are analyzed. In
414-1 certificate issued by the Com- 2016, for instance, the Com-
pany after reviewing supporting pany managed to identify pro-
documents such as: minutes, cesses deemed critical due to
certificates of good standing with their impact on TGI and expen-
the community and the muni- diture level, and therefore five
cipal administrations and HSQE prequalification processes were CHALLENGES FOR 2017
verification list for contractors, performed to improve market
among others. The correspon- knowledge and identify poten-
ding percentage will be informed tial suppliers.
in the next issue of the Sustaina-
ble Management Report. It is to be noted that a consul- A. Implementation of new mechanisms for negotiation: considering that
tancy process was started on the Contracting Manual approves the use of electronic media to perform
C. Formal meetings with poten- December 2016, with the pur- contractual processes, and after a positive experience in the Empresa de
tial suppliers to identify products pose of analyzing the historic Energia de Bogota (affiliate of the group), TGI expects to conduct at least
and/or services and receive in- expenditure of the Company two pilot tests within 2017.
formation on the supply model from which key input is expected
of the Company: These have to define contracting strategies. B. Implementation of technological tools for pre-contract management
also constituted hearing scena- which may allow the measurement and control of processes
GRI A significant milestone for the
rios regarding the management 102-43 selection of suppliers was the C. Reduction of contracting times
of purchases and contracting; in
case of claims, the entities defi- establishment of the Strategic D. Maximization of the compliance with the Annual Contracting and Pur-
ned in the legal documents are Contracting Committee, which is chases Plan
consulted, which are provided to chaired by the CEO of the Grupo
de Energia de Bogota and aims E. Standardization and simplification of Supply documents
the bidders within the develop-
ment of the process. at generating synergies among
the Companies of the group,
The First Meeting of Suppliers, thus allowing to improve the
which took place in 2016 un- commercial conditions through
der the leadership of Empresa the adding of demand among
Energia de Bogota, consolidated the affiliates and the possibility
as a new place for participation, to generate economies of scale,
dialogue and the ideal opportu- which has resulted for the entire
nity to share the aforementio- group in:
ned news regarding supply. This
Meeting is expected to continue 7 price agreements
and, in 2017, a survey on su- 4 joint processes
ppliers satisfaction will be con-
ducted with a view to identifying 15 joint prequalification pro-
opportunities for improvement cesses
in their relationships.
202
General Matters
From its incorporation, Transportadora de Gas Internacional
S.A. ESP (hereinafter TGI S.A. ESP) has implemented a set of
elements and practices, both formal and informal, which rule
the relationship between the administrators and all those who
invest resources in the Company, mainly shareholders, credi-
tors, customers and suppliers. Good practices on Corporate Go-
vernance reasonably guarantee a better use of the Companys
resources, while contributing to a higher level of accounting
transparency and generate more confidence with the entities
involved.
TGI S.A. ESP performed, in 2016, a re-institutionalization of the
14
Corporate Governance, which is understood as the means provi-
ding the companies with the necessary tools for an adequate ad-
ministration and control, within the framework of a dynamic and
changing process. Likewise, it is evident that supervision on the
quality of the compliance with the practices implemented poses a
challenge to the company, supervisors and investors in the years
to come.
Within the framework of the re-institutionalization of the Corpo-
rate Governance process the Companys By-Laws were amended
and regulations of the Board of Directors, its Committees and the
Meeting of Shareholders were updated, with a view to adjusting
the company to the new and best practices on organization and
corporate matters.
ANNUAL REPORT OF THE CORPORATE

GOVERNANCE OF TRANSPORTADORA
DE GAS INTERNACIONAL S.A. ESP FOR
THE YEAR 2016
Some of the elements implemented that TGI S.A. ESP

handles within its Corporate Governance model are as The purpose of this report is present, in
follows: a concrete form, the main aspects of cor-
porate governance of TGI S.A. ESP
Meeting of Shareholders
Corporate By-Laws
Board of Directors The Board of Directors is in charge of observing the compliance
Board Committees: Compensation, Audit, Corporate with the commitments assumed by the Company and of develo-
Governance and Operations and Investment. ping these corporate instruments, for which it has the Corporate
Governance Committee, which gathered 3 times during 2016.
Integrated Management System (IMS) The Committee is supported at internal level by the Office of the
Legal & Governance Affairs Vice President, with personnel exclu-
Administration, Corporate, Commercial and Operational
sively dedicated to the promotion of good corporate practices;
Policies
the Internal Audit area; the Statutory Auditor and the External
Sustainable Management Report Auditor, who ensure the compliance with the policies of the Cor-
porate Governance.
Good Governance Code
This report aims at presenting, in a specific manner, the main as-
Code of Ethics pects of the TGI S.A. ESP Corporate Governance. Therefore, you
Ethical Channel will be provided below a description of the TGI S.A. ESP situation ,
as well as its managing structure and risk control system, among
Risk Management System others.
Internal Audit Statute
Strategic Supply Model
CEOs Committee JULIN GARCIA
CEO of
TGI S.A. ESP S.A. ESP
All these are available for consultation through the corporation website:
http://www.TGI.com.co/
206
FINAL
SHAREHOLDER N ACTIONS
EQUITY PARTICIPATION
TGI S.A. ESP is a public service Company, incorporated as a joint- RUIZ MACIAS ALVARO HERNAN* 2.589,00 0,0017806%
stock company, in conformity with the provisions of the Law 142 of
1994, with administrative, assets and budgetary autonomy, which LOPEZ SANTANA LUZ STELLA* 1.282,00 0,0008817%
business is carried out within the private law as a commercial or-
ganization. ARDILA JUAN PABLO* 635,00 0,0004367%
The following is the shareholding structure of TGI S.A. ESP by MALDONADO MARTIN ALONSO* 635,00 0,0004367%
December 31st 2016:
NANCY CAROLINA HURTADO CARDENAS 2,00 0,0000014%
Total 145.402.814,00 100,0000000%

Table No. 1
Equity Interest of TGI S.A. ESP
*Shareholders which exercised their right to withdraw as a result of the Merge between
INVERSIONES EN ENERGA LATINO AMRICA HOLDINGS, S.L.U. (hereinafter, IELAH)
FINAL and TGI S.A. ESP. These shareholders are still registered in the shareholders registry
SHAREHOLDER N ACTIONS PARTICIPATION book as the sale of shares between Empresa de Energia de Bogota S.A. ESP (hereinafter,
EEB) and the dissenting shareholders has not been perfected up to this day.
EMPRESA DE ENERGIA DE BOGOTA S.A. E.S.P. 145.349.998,00 99,9636761%
SANCHEZ DIAZ FABIO ALEXANDER 3.882,00 0,0026698% The capital stock is divided as follows:
LUGO LOPEZ HALDER ROMEL 1.282,00 0,0008817% Table No. 2 Capital Stock
LINERO GOMEZJORGE EDUARDO 697,00 0,0004794%
CAPITAL VALUE NO. OF SHARES PAID-IN CAPITAL
VILLABONA REYES ADRIANA MILENA 269,00 0,0001850%
Authorized Capital 1,581,000,001,550.67 146,843,686.00 $10,766.5507766583
BAEZ HILARION CESAR AUGUSTO 261,00 0,0001795%
Subscribed Capital 1,565,486,780,000.00 145,402,814.00 $10,766.5507766583
PARRA CONTRERAS EDMUNDO 45,00 0,0000309%
Paid-in Capital 1,565,486,780,000.00 145,402,814.00 $10,766.5507766583
OSSMA GOMEZ OMAR DAVID 2,00 0,0000014%
ESPINOSA ERLES EDGARDO 2,00 0,0000014%
AYA GONZALEZ LUZ MARINA 2,00 0,0000014%
NARVAEZ GARCIA RICARDO* 41.231,00 0,0283564%
208
Being a predominantly institutional ownership It is important to note that TGI S.A. ESP These meetings were represented by a percentage over 99%
structure, there are no family relations among the has not been informed about sharehol- of shares, as follows:
main holders of interest. Note that the shareholder ders agreements currently in force, and
with the highest interest is the Empresa de Energia in conformity with the Colombian corpo-
de Bogota S.A. ESP. Regarding the members of the rate legal structure, if any shareholders
Board of Directors, these are not owners of shares agreements may exist, these would only Table No. 3
in TGI S.A. ESP. Likewise, it is to be noted that, at se- be valid and enforceable if these were Meeting of Shareholders
nior management level, none of the senior officers deposited in the company and available
have equity interest in TGI S.A. ESP. for the other shareholders.
NO. MEETING DATE NOTICE MAIN DECISIONS

In line with the strategic planning of TGI S.A. ESP, there are five business lines from demand, na-
mely: Increase use and consumption of Natural Gas in the cities with the support of distributors,
Position gas as the main source of non-renewable generation by a strong knowledge of the needs Consideration on the election and
of generators, Provide the Industry with access to primary and secondary energy sources which appointment of the members of the
may help it to be more competitive and Address the midstream needs of hydrocarbon producers Board of Directors.
being a liaison from production to market.
Authorization to the legal

Total of shares
representative to forward the
January represented:
33 Special January 27th statement on the opening
27th 156,497,405
MEETING OF SHAREHOLDERS situation of January 1st 2014
(99.97%)
and the financial reports to the
During 2016, four (4) Meetings of Shareholders were held, one ge-
Superintendency of Residential
neral and three special, where some changes were introduced at
Public Services, the District Housing
the level of Corporate Governance, as well as regarding the compo-
Secretariat and the General
sition of the board of directors , decisions made on the distribution
Accounting of the Nation.
of dividends and the amendment of the corporate by-laws, preci-
sely in order to adjust them to the good practices on this matter.
210
% OF REPRE-
NO. MEETING DATE NOTICE MAIN DECISIONS
SENTATION
Consideration of management
report 2015, Special report of
operations with related companies,
individual financial statements for % OF REPRE-
the four month-period between NO. MEETING DATE NOTICE MAIN DECISIONS
SENTATION
January 1st and December 31st,
2015, consolidated financial
statements for the year 2015,
Consideration and approval of the Total of shares
report by the statutory auditor and October September release and partial distribution of represented:
report on the financial situation. 36 Special
05th 29th the Reserve in article 130 of the Tax 145,350,259
Total of shares Code. (99.96%)
Consideration of distribution of represented:
March profits
34 General March 2nd 156,496,123
29th
(99.97%)
Report on the compliance with the
Good Governance Code. Regarding the information above, the notice for the 33rd session of the Meeting
of Shareholders was verified as made by a written announcement to every one
Appointment of the Statutory of the shareholders, in conformity with article 34 of the Corporate By-Laws in
Auditor for the years 2016 and force. Notices for sessions 34, 35 and 36 were made by publication through the
2017 webpage of TGI S.A. ESP, in accordance with article 34 of the Corporate By-Laws
Consideration of election and in force.
appointment of the members of the
Board of Directors.
Remunerations of the members of In regards to the terms of the notices of It is important to note that, in the General and
the Board of Directors and Statutory session 34 of the Meeting of Sharehol- Special Meetings of Shareholders, the participa-
Committees ders, these were made in advance within tion of both, the majority and the minority sha-
the 15 working day-term, in all the other reholders is guaranteed after verifying the pre-
Consideration of election and cases (sessions 33, 35 and 36) notice was sence of the shareholders, as evidenced by the
appointment of the members of the satisfactorily made in advance within 5 respective Minutes, in compliance with Article 15
Board of Directors. calendar days. All the above in compliance of the Good Governance Code and Articles 35, 36
with Article 34 of the Corporate By-Laws and 37 of the Corporate By-Laws in force.
Consideration and approval of the Total of shares in force of the Company.
comprehensive amendment to the represented:
35 Special July 18th July 11th Corporate By-Laws of TGI S.A. ESP 145,350,259
S.A. ESP. (99.96%)
Consideration and approval of

Regulations of the Meeting of
Shareholders
212
During the 2016 business year, only one request

was presented by a shareholder, by which such
minority shareholder notified TGI S.A. ESP about Moiss Rubinstain Lerner
the sale of its two hundred eighty-two shares to Industrial Economist graduated from the Universidad de los
a third party, so as to proceed with the registra- Andes in Bogota, Colombia, with a master degree in Business
tion in the book of registration of shareholders. Management from the New York University. He has served as
Account Manager in Merrill Lynch, in Panama, and as member of
the Grupo Afin (Stockbrokers of Bogota). He has been in charge
of the Financial Management of companies such as Manufac-
turas Eliot S.A. (Pat Primo Group), Filmtex S.A. and Carulla S.A.
BOARD OF DIRECTORS He has also served as Consultant in the Accounting and Finan-
cial area in Ficitec. He teached at the Universidad de los Andes,
The Board of Directors is in charge of managing TGI S.A. ESP, through strategic in Undergraduate, Post-Graduate and Managing Development
definition, establishment of corporate policies and supervision to the financial areas, and in the Specialized Program on Finance in the following
and non-financial performance at short, medium and long term. The Board of courses: Capital Market, Financial Management and Special Con-
Directors comprises 7 main members and their respective alternates. tents on Finance.
Ral Jos Buitrago Arias

Members of the Board of Directors (Main Members) for 2016
Mr. Buitrago has served as adviser-consultant on Economic Law
in companies such as Cerrejon, GM, UPME, among others. Addi-
Gloria Astrid lvarez Hernndez tionally, he has served as Large-Scale Mining Economic Director,
Advisor to the Presidencys Counseling Ministry; Planning Office
Civil engineer graduated from the Pontificia Univer- Moreover, she has gathered professional ex- Chief to the National Television Commission; Economic Direc-
sidad Javeriana, with a master degree in internatio- perience in business management, in com- tor to the Stockbrokers Association, among others. Mr. Buitra-
nal affairs from the University of Ohio, a specializa- panies such as: Empresa de Acueducto de go teaches at Universidad Externado de Colombia a seminar on
tion in comprehensive management of environment Bogota, where she served for six years, a pe- economic regulation of markets; a specialization on economic
and specialization in strategic purchases and su- riod in which she set the companys transfor- analysis of law for fiscal control, among other courses.
ppliers management from the Universidad de los mation and integrated the management and
Andes. She has served as consultant with proficient commercialization processes focused on high He is an Economist from Universidad Nacional de Colombia, with
experience on strategic advice in national and inter- quality business efficiency; and Ecopetrol, a specialization in Economic Law from Universidad Externado de
national companies; in the past years, she has been where she was in charge of the implemen- Colombia, and a Cum Laude Masters Degree in Finance from
devoted to off-shore projects in the hydrocarbon tation of the strategic supply model, from the Universidad de los Andes.
sector and strategic supply. Likewise, she supports which significant savings and high efficiency
social matters, in a complementary and permanent were produced in the companys contractual
manner, within the Fundacion Servicio Juvenil del management. She has served as member of
Padre Javier de Nicolo. the board of directors of several companies.
She is currently the CEO of Empresa de Energia de Bogota S.A. ESP, parent Company of Grupo
Energia de Bogota (hereinafter GEB).
214
Oscar Edmundo Daz Molina Jaime Alfonso Orjuela Vlez

Mr. Diaz has entirely devoted his professional career to ur- transport (cycling and walking). This Within the Colombian energy sector, Mr. Orjuela has served te programs on energy planning
ban development and transportation in areas such as plan- expertise is complemented by a solid as coordinator of the planning group of the Energy Mining and project management in uni-
ning and implementation of mass transportation systems, financial expertise, having structu- Planning Unit (UPME in Spanish), while in the planning and versities such as La Salle and Au-
non-motorized transport systems, traffic safety and the mi- ring and strengthening urban projects regulation fields, he has worked in companies such as Gas tonoma de Colombia.
tigation of transport impact on air quality and climate chan- in America, Africa, and Asia. Mr. Diaz Natural Fenosa and Electrificadora del Meta, among others.
ge. Mr. Diaz is an internationally recognized expert due to implemented the first Car-Free Day in At GEB, Mr. Orjuela has been in charge of the Planning and Mr. Orjuela is an electric engineer
his involvement in and innovative contribution to different Bogot (February, 2000), whereupon New Businesses Management attached to the Transmission from Universidad de la Salle, with
projects in five continents. He has managed projects imple- the city received the Stockholm Cha- Vice-Presidency, and he is currently the Regulation Leader for a Masters Degree in Economy
menting BRT systems (Bus Rapid Transit, TransMilenio-type llenge award. He has driven this initia- the Corporate Strategic Plan. He has been a member of the from Universidad Federal do Rio
systems) in Mexico, Brazil, Argentina, Paraguay, South Africa, tive in other cities through the Earth Board of Directors in several companies belonging to GEB, de Janeiro (IADB-Japan Scholars-
China, India, Indonesia, and Tanzania. He is an expert in plan- Car-Free Day Committee and the UN such as Empresa de Energia de Cundinamarca, CONTUGAS hip Program) and a specialization
ning and developing safe infrastructure for non-motorized Car-Free Days program. (Peru), and TRECSA (Guatemala), as well as in research and in Public Opinion and Political
development centers of the energy sector like the Electric Marketing from Universidad Ja-
Energy Sector Research and Development Center (CIDET in veriana.
Spanish). He is also an experienced teacher in post-gradua-
Mr. Diaz was part of the Mayor Enrique Pealosas staff. After leaving the offi-
ce, they worked together at the New York University, advising local governments
in Latin America, Asia, and Africa on mass transportation systems. Subsequently,
he served at the prestigious Institute for Transportation and Development Poli- Hctor Felipe ngel Carvajal
cy (ITDP) of New York, a Non-Profit Organization that promotes sustainable and Mr. Angel has served as Director of the Legal Consulting Office at the College of
equitable transportation worldwide. In addition, he is a renowned global speaker Advanced Studies in Administration (CESA in Spanish); Treasury Manager in Co-
and has published documents that provide guidelines on the proper design of in- lombia and Regional Money Market Manager at Credicorp Capital Colombia (Corre-
frastructure for urban cyclists, Calm Traffic Guide, Methodology for Determining val S.A.), and Administrative and Financial Vice President at Jardines de Paz S.A. He
Maximum Speeds in Urban Areas, among others. also worked as Trader Senior and Trader Senior Money Market at Santander Bank.
Mr. Diaz has a Bachelors Degree in Finance and International Affairs with empha- He currently serves a District Treasurer of the Mayors Office of Bogota, C.D.
sis in Business Administration and Finance from Universidad Externado de Co- Mr. Angel has a Bachelors Degree in Business Administration from College of Ad-
lombia, and a Masters Degree in International Affairs from Columbia University, vanced Studies in Administration and a Masters Degree in Business Management
in New York. from INALDE Universidad de La Sabana. In Addition, he did professional training
courses on finance, stock market operations, and derivative instruments.
216
Jos Fernando Montoya Carrillo

Mr. Montoya has 33 years of experience in the hydrocarbon industry. The
first 19 years in by-products marketing at Shell company, and the last 14
years in oil & gas exploration and production at HOCOL. He currently ser- Most of the members were reelected and one main member and
ves as founding partner and external Director of the Leadership and Mana- three alternates were appointed in the General Meeting of Sha-
gement Center (CLG in Spanish), and is a legal representative and founding reholders No. 34 held on March 29th, 2016:
partner of Doblefer SA and Serifer SA, both companies dedicated to the real
estate business in Colombia. He is also a member of the Board of Directors of
Corporacion Escuela Galan para la Democracia; and a member of the Board of
Directors of Esenttia (former Propilco, a subsidiary of Ecopetrol group).
Mr. Montoya is a Chemical Engineer from Universidad Nacional de Colombia, Table No. 5
with studies in international institutions on: Finance, Operations, Leadership, Composition of the Board of Directors Minutes No. 34
Strategic Planning, Marketing, Crisis Management, Corporate Restructuring,
Corporate Governance, Corporate Social Responsibility.
MAIN MEMBERS REPLACING ALTERNATES REPLACING
The members of the Board of Directors were mostly

appointed in the Special Meeting held on January 27th,
Jos Fernando Ernesto Moreno Felipe Castilla Jos Armando
2017 and it is composed as follows:
Montoya Carrillo Restrepo Canales Pinzn Barragn
Table No. 4
Composition of the Board of Directors - Minutes No. 33 Mauro Hernn Meja
No appointment
Trillos
MAIN MEMBERS ALTERNATES

Leonardo Garnica Jaime Alfonso
Gloria Astrid lvarez Hernndez Diana Margarita Vivas Munar Eljaiek Orjuela Vlez
Andrs Camargo Ardila Jorge Armando Pinzn Barragn
Ral Jos Buitrago Arias Carlos Alberto Daz Rueda
Oscar Edmundo Das Molina Alexandra Rojas Lopera
Dalila Astrid Hernndez Corzo Vacante
Hctor Felipe Angel Carvajal Sergio Andrs Gomez Navarro
Ernesto Moreno Restrepo Jaime Alfonso Orjuela Vlez
218
Therefore, with changes made in the General Meeting of Shareholders in

Finally, most of the members were reelected and two main sessions No. 33, 34 and 35, the 100% of members of the Board of Direc-
members and four alternates were appointed in the Meeting of tors was renewed during 2016 and none of them has labor bonds with the
Shareholders held on July 18th, 2016. The board was composed company.
as follows: The Board of Directors is composed by persons with the highest profes-
sional and personal qualifications, as evidenced in their rsums. For their
appointment, the Meeting takes into consideration criteria such as exper-
tise in the fields of finance, law or related sciences and/or activities related
Table No. 6 to the utility industry and/or operations performed by the society. Likewi-
Composition of the Board of Directors Minutes No. 35 se, the members are available, prestigious and renowned, and have a long
professional career, leadership and a good name due to their professional
aptitude and integrity.
MAIN MEMBERS
REELECTED OR
MAIN MEMBERS REELECTED OR ALTERNATE
REPLACING Relevant information on the composition of the Board of Directors:
REPLACING
Diana Margarita
Gloria Astrid lvarez Hernndez Reelected Reelected
Vivas Munar
Moiss Rubinstain Lerner Andrs Camargo Ardila

Francisco Barn Felipe Castilla Figure 1
Lancheros Canales
21% Gender Average of the Board
Juan Daniel vila Carlos Alberto Daz of Directors
Ral Jos Buitrago Arias Reelected
Gomez Rueda
Martha Nohora Alexandra Lpez

Oscar Edmundo Das Molina Reelected
Riao Reyes Lopera
Men
Camila Merizalde Sergio Andrs Gmez
Hctor Felipe ngel Carvajal Reelected
Arico Navarro Women
Leonardo Garnica
Jos Fernando Montoya Carrillo Reelected Reelected
Eljaiek
Mauro Hernn
79%
Jaime Orjuela Vlez Dalila Astrid Hernndez Reelected
Meja Trillos
220
Currently, of the members of the Board of Directors of TGI

S.A. ESP, Astrid Alvarez Hernandez is member of the Board Table No. 7
of Directors of Contugas and Calidda; Attendance to Meetings of the Board of Directors in 2016
Diana Margarita Vivas is member of Calidda, Trecsa, EEB Energy RE ,and Con- BOARD OF DIRECTORS APPOINTMENT DATE REMOVAL DATE PERCENTAGE
tugas; Raul Jose Buitrago Arias is member of the Board of Directors of EBB;
Oscar Edmundo Diaz belongs to the Board of Directors of Empresa de Teleco- Astrid lvarez Hernndez January 27th, 2016 88%
municaciones de Bogot S.A. ESP and IDARTES; Jaime Alfonso Orjuela is mem-
ber of the Board of Directors of Trecsa; Camila Merizalde Arico is member of Moiss Rubinstain Lerner July 18th 89%
the Board of Directors of Calidda; and Leonado Garcia is member of the Board
of Directors of Contugas. Ral Jos Buitrago Arias January 27th, 2016 94%
Relevant information on the functioning of the mee- Oscar Edmundo Das Molina January 27th, 2016 88%
tings of the Board of Directors in 2016:
Hctor Felipe ngel Carvajal January 27th, 2016 100%
The meetings of the Board of Directors of TGI S.A. ESP are ordinarily held
once a month. The quorum must be constituted by at least four present Jos Fernando Montoya Carrillo March 27th, 2016 100%
members of the Board and they decide with the majority of present vo-
tes. For the purpose of making decisions, each one of the members of the Jaime Alfonso Orjuela Vlez July 18th 100%
Board of Directors are entitled to one vote.
Andrs Camargo Ardila January 27th, 2016 July 18th 86%
Through 2016, the Board of Directors held 16 meetings, 12 of which were
general, 3 special, and 1 distance meeting.
Dalila Astrid Hernndez Corzo January 27th, 2016 July 18th 57%
In the 16 meetings, 37 decisions were made with the unanimous vote of
all attendees. Ernesto Moreno Restrepo January 27th, 2016 arch 27th 80%
The average length of the meetings of the Board of Directors was 3 hours.
Thus, meetings lasted a maximum of 4 hours, and in few cases, the mini-
mum time spent was 2 hours. The attendance average is calculated based on the meeting attended by the each
member since their appointment.
In all meetings of the Board of Directors, the minutes were wrote down
and the President and the Secretary of the meeting executed them, which Through 2016, the Board of Directors of TGI S.A. ESP was focused on the redefinition
is evidenced in the deliberations, discussions and information sources that process of the corporate strategy, aiming at becoming established as company by ena-
served as basis for decisions adopted. bling the positioning of the firm within the industry to create a sustainable advantage
with respect to its competitors. This redefinition addresses key challenges to maintain
Of 16 sessions, 11 Meetings were held in Bogot in the TGIs headquar- the growing profitable path, particularly to keep on developing the successful public-pri-
ters, 1 was held in the Meeting Room of the Compression Station in Cajica, vate business model, which is a regional benchmark.
Cundinamarca (Meeting 136 on August 31st, 2016), and 1 was virtually
performed.
The main members general attendance average through 2016 was 97%.
222
In 2016, the Board of Directors also reviewed and approved corporate The strategic supply model of TGI S.A. The reform of the By-Laws was approved, regar-
policies, plans, and guidelines related to the investment policy, the ESP was approved, in connection with ding the following aspects: corporate purpose, re-
strategic supply model, the mobility of the companys associates, the the following aspects: name, inclusion moval of restrictions on share trading, roles and
financing and investment plans, the transparency mechanisms, and of definitions, exceptions, stages of responsibilities of the President of the Board of Di-
the ethical channels. the contractual process, chance to hold rectors, roles of the Board of Directors, adjustment
meetings with possible bidders, con- of the By-Laws to the new strategic supply model,
tract modality and amount, guarantees, broader protection to minority shareholders, rota-
advertisement for contract processes, tion of the Statutory Auditor, and the adherence to
Through 2016, the activities mentioned below were carried out within the framework of the
implementation of e-commerce tools, the Code of Corporate Governance regarding ma-
re-institutionalization of the Corporate Governance of TGI S.A. ESP:
and monitoring of committees. tters related to conflicts of interests and, in gene-
ral, to the implementation of aspects regarding the
The organizational structure was modified by virtue of the autho- best corporate practices according to Official Paper
rity granted by the Board of Directors in the meeting held on April No. 028 of 2014, issued by the Financial Superin-
27th, 2016 to the CEO of TGI S.A. ESP. Such modification did not tendency of Colombia and GEBs guidelines.
imply a change in the number of workers.
Engineer Julian Garcia Salcedo was appointed as CEO of the Com-
pany by the Board of Directors of TGI S.A. ESP, who replaced Mr.
David Alfredo Riao Alarcon.
Mrs. Yolanda Gomez Restrepo was appointed as First Alternate of The Regulations of the General Meeting of Shareholders were approved, which deve-
the CEO and Mr. Leonel Mauricio Vara Maldonado as Second Al- lops the following aspects: meetings, notices, quorum, elections and electoral coeffi-
ternate of the CEO of TGI S.A. ESP, who replaced Nixon Jose Arcos cient systems, forbidden conducts regarding powers, information provision, proce-
Rodriguez and Carlos Francisco Toledo Florez, respectively. dures on the exercise of shareholders certain rights, minutes, and roles.
Members of the Audit, Compensation, Corporate Governance and The Regulations of the Board of Directors were approved, which develops the fo-
Operation and Investment committees were appointed and regu- llowing aspects: composition, election, President and Secretarys roles, informa-
lations and work plans were approved. tion provision, duties, rights, responsibilities, incapacities and incompatibilities, and
self-assessment of the Board.
The reward model for a performance-based economic incentive
was adopted in the 2016 business year. The investment policy was reviewed regarding the following aspects: guidelines on
assessment and submission of investment proposals, declarations of commitment,
On May 11th, 2016 the merger agreement was executed as Public
corporate governance, and investment handbook.
Deed pursuant the authorization granted by the Company Super-
intendency through resolution dated on January 29th, 2016. The submission of a bid before the CREG for increasing the capacity of the Caucho
Gualanday section was authorized.
224
In 2016, in compliance with its responsibilities, the Board of Di-

rectors interacted with the Statutory Auditor, financial analysts, and
The Contugas Companys capitalization up to US$ 3 million was au- investment banks to address the following matters:Statutory Audi-
thorized. tors opinion on individual and consolidated financial statements sub-
TGI S.A. ESP was authorized to grant one or more credits to EBB up
to COP 400,000 million.
The execution and subscription of deeds and contracts derived from
the expansion of the Cusiana-Apiay-Ocoa gas pipeline.
Investment was authorized for a project to replace as new the Pom-
1. mitted before the General Meeting of Shareholders of
2016.
peya branch for US$ 215K and continue the operation and mainte-
nance of other branches which normative lifespan expired accor-
ding to CREGs regulations.
2. Corporate Strategic Plan
3. Analysis of new investments.
ORIENTATION AND TRAINING PROCESSES

A training on regulatory and sectorial aspects
of natural gas transportation was conducted in
September 2016.
Workshops on Strategic Planning carried out.
An orientation for new members of the Board of
Directors was performed.
ASSESSMENT OF THE BOARD OF DIRECTORS

The assessment will be performed in 2017 by a third
party in accordance with the provisions of the By-Laws
of the Company.
226
In 2016, the By-Laws and the Re- The Secretary of the first meeting (No. 128)
EXTERNAL CONSULTING gulations of the Board of Directors was Jose Arcos Rodriguez, while Gloria Isa-
The Board of Directors of TGI S.A. ESP has the support of experts were modified in order to include the bel Carreo was the Secretary of the remai-
when it deems necessary. In such cases, it may request the hiring following as roles of the President of ning meetings (No. 129 and 130). Carlos
of a proper independent expert. In exercising this right, the Board the Board of Directors: to promote an Mantilla McCormick , Legal & Governance
of Directors of TGI S.A. ESP interacted with external experts throu- active involvement of the rest of the Affairs Vice President of TGI S.A. ESP, is cu-
gh 2016 on the following matters: members, authorize the presence of rrently the Secretary, who was appointed by
officers of the Company or special the President of TGI S.A. ESP in May 2016.
guests in the meetings for purposes Part of the main roles of the Secretary inclu-
1. Corporate strategy of TGI S.A. ESP, including elements
related to legal and communicational strategy.
of deliberation on specific matters,
and maintain an ongoing communica-
des: to prepare the agenda and the minutes
of the meetings, send notices, certify acts
and internal documents of the Board, and
2.
tion with the CEO of the Company in
order to monitor the compliance with track its agreements and commitments.
Information on investments.
commitments and agreements made.
PRESIDENT AND SECRETARY OF THE BOARD OF DIRECTORS

In 2016, the Board of Directors was chaired by Astrid Alvarez Hernndez
and, when absent (meetings 134 and 136), she was replaced by Jose Fer-
nando Montoya Carrillo. The President of the Board of Directors is in charge
BOARD OF DIRECTORS CONFIDENTIAL AND
of the following general roles:
PRIVILEGED INFORMATION MANAGEMENT
1. Ensure that the Board of Directors sets and efficiently implements the
strategic management of the company. The information accessed by the members shed in the Code of Corporate Governance and the
2. Drive
of the Board of Directors is subject to the Regulations of the Board of Directors, and these
the governance action of the Company, acting as link between
duty of confidentiality and the acknowled- are complemented and managed through the re-
shareholders and the Board of Directors.
gement that all their actions and decisions gime of conflict of interests of TGI S.A. ESP.
3. Plan the functioning of the Board of Directors by establishing an annual

work plan, based on the proposals presented by the Management.
must be made in the interest of the Com-
pany and all shareholders, according to the
TGI S.A. ESP has made a technological tool available
to provide the members of the Board of Directors
Colombian legal framework. The provisions
4. Chair the meetings and moderate debates. on the privileged and confidential informa-
tion of the Board of Directors are establi-
with the information related to the minutes, presen-
tations and matters to be discussed in each meeting.
5. and track its assignments and decisions.

Watch over the execution of the agreements of the Board of Directors
6. Monitor the notification of the agreements of the Board of Directors

and track its assignments and decisions.
7. Authorize the presence of officers of the Company or special guests in

the meetings for purposes of deliberation on specific matters.
228
COMMITTEES OF THE BOARD OF DIRECTORS

In 2016, TGI S.A. ESP had 4 committees supporting the fulfillment of the Board of Directors roles in
Through 2016, the following adjustments to the committees of
the Board of Directors were made:
terms of: audit, operations and investment, corporate governance, and compensations. Their compo-
sition, main roles, and attendance to the meetings of 2016 are detailed as follows: Regulations of Committees were modified,
The name of the Operation Committee was changed to
Operation and Investment Committee.
Board Of Directors
Table No. 8
Compensation Committee Attendance to the Meetings of the
Analyzes all matters regarding the remuneration of employees, the employee-employer Board of Directors, 2016
relation, and the industrial relations, to make recommendations to the Board of Directors. It
also supports the Board of Directors in the exercise of its roles related to the appointment
and remuneration of the members of the Board of Directors and the Senior Management. %
TOTAL
COMMITTEE NAME APPOINTMENT
MEETINGS ATTENDANCE
Audit Committee
Supervises through the assessment of accounting procedures, the relationship with the Astrid lvarez Hernndez January 27th, 2016 100%
Statutory Auditor and, in general, the revision of the control architecture of the company, Compensation
including the audit of the risk management system implemented by the company. 3 Moiss Rubinstain Lerner July 18th 100%
Committee
Ral Jos Buitrago Arias January 27th, 2016 100%

Corporate Governance Committee
Moiss Rubinstain Lerner July 18th 100%
Proposes and supervises the fulfillment of the corporate governance measures adopted
by the Company. Audit
4 Oscar Edmundo Daz Molina January 27th, 2016 50%
Committee
Operation and Investment Committee Hctor Felipe ngel Carvajal January 27th, 2016 100%
Monitors and analyses all matters related to business planning and infrastructure opera-
tion, as well as investments, businesses, business and regulatory affairs of the Company, Astrid lvarez Hernndez January 27th, 2016 33%
to make recommendations to the Board of Directors. Corporate
Governance 3 Jaime Orjuela Vlez July 18th 100%
Committee
Oscar Edmundo Daz Molina January 27th, 2016 100%
Composition
Jos Fernando Montoya Carrillo March 29th 100%
Astrid Alvarez Hernandez, Moises Rubinstain Lerner and Raul Jose Buitrago Arias. Operation and
Moises Rubinstain Lerner, Oscar Edmundo Daz and Hector Felipe Angel Carvajal. Investment 5 Moiss Rubinstain Lerner July 18th 100%
Committee
Astrid Alvarez Hernndez, Jaime Orjuela Velez and Oscar Edmundo Diaz Molina.
Jaime Orjuela Vlez July 18th 80%
Jose Fernando Montoya Carrillo, Moises Rubinstain Lerner and Jaime Orjuela Velez.
230
Table No. 10
According to internal regulations, all committees
Total Fees paid to Board of Directors
of the Board of Directors deliberate and decide
in a valid manner when at least two of its mem- and Committees, 2016
bers are present. The average of attendance to the
meetings of the committees was over 95%.
BOARD OF DIRECTORS (COP)
$250.272.126
COMMITTEES (COP)
$59.982.490
REMUNERATION OF THE BOARD OF DIRECTORS AND COMMITTEES
The fee of the members of the Board of Directors was set in the General Meeting of
Shareholders No. 34 held on March 29th, 2016 which corresponds to 4 Valid Legal
TOTAL (COP)
$310.254.624
Minimum Wages (hereinafter referred to as VLMW), previously it was 3 VLMW. In
such meeting, 3 VLMW were additionally established as fee for those members who
attends the committees.
RELEVANT INFORMATION ON THE REMUNERATION OF THE BOARD OF DIRECTORS:
Table No. 9 TGI S.A. ESP does not use a variable remuneration model for the Board of Directors, so all values
Fees Approved to the Board of Directors are linked to the participation in the meetings.
and Committees, 2016 (COP)
The members of the Board of Directors are excluded from the payment system that include share
options.
Meting of the Board of Directors
4 SMMLV
(COP)
$2.757.816
SENIOR MANAGEMENT
Senior Management of TGI S.A. ESP, in accordance with the corporate strategy, com-
Meeting of Committee of the plies with all duties at corporate level, so it defines guidelines and makes decisions in
Board of Directors
(COP)
$2.068.362 line with the business strategy.
3 SMMLV The CEO is the head of TGI S.A. ESP, who is appointed by the Board of Directors and
appoints five Vice Presidents, which as a group constitute the Senior Management of
TGI S.A. ESP.
232
Julin Garca Salcedo CEO Yolanda Gmez

Services & Administrative Vice President
Mr. Garcia has 30 years of experience in the oil and gas industry, covering multiple disciplines
which include areas such as general management, operations, trading, planning, portfolio ma- Mrs. Gomez has served, among others, as Legal Defense Director at the
nagement, new business development, and State policy. He has been the CEO of the following Colombian National Agency for Legal Defense of the State; Delegated Pro-
companies in Colombia: Gran Tierra Inc (oil company listed in NY and Toronto); Emerald Energy Plc secutor for Economy and Public Treasury of the General Attorneys Office
of Colombia; Administration and Human Resources Vice President, and
CEOs consultant at Telecomunicaciones de Bogota. She also has been
(oil company listed in London); Gold Oil Plc (oil consultant of the World Bank; the Higher Council of the Judicature; the Mi-
company listed in London); and Carboandes nistry of Environment, Housing and Territorial Development. Mrs. Gomez
(private mining company). He was the first also worked as legal manager of Empresa de Acueducto y Alcantarillado de
technical director of the National Hydrocar- Mr. Salcedo is a civil engineer from Uni- Bogota and General Registrar of the Ministry of Justice and Law.
bons Agency, being responsible for leading versidad de Los Andes, with a Masters
the development and implementation of the Degree in civil engineering (hydraulic She currently serves as Service & Administrative Vice President at TGI S.A.
new oil regime of the country in 2014. resources) from the Colorado State Uni- ESP
versity (USA), an MBA from the Univer- Mrs. Gomez is a lawyer and a specialist in Criminal Law from Universi-
Previously, he served for 10 years in manage-
sity of Birmingham (England), and Mas- dad Externado de Colombia, with more than 20 years of experience in
ment positions at BP in Colombia and interna-
ter studies in economics by Universidad the public sector.
tional appropriations, and four years in Ecopetrol.
de Los Andes.
He was an Hydrocarbon expert of the National
Energy Commission (now CREG) and head of the
Non-Renewable Natural Resources Division of
Mauricio Vera
the Department of National Planning.
Business Vice President
Mr. Vera has more than 20 years of Ministry of Environment and Territorial
experience in infrastructure projects within Development; environmental advisor
the Oil & Gas, energy, roads, potable water at Empresa de Energa de Bogot, and
Carlos Mantilla ,and basic sanitation sectors. He also has environmental manager and operating
Legal & Governance Affairs Vice President served as project leader, particularly in the director at Empresa de Acueducto de
Mr. Mantilla has been linked to the hydrocarbon industry by holding the po- seismic vulnerability field, infrastructure Bogot.
sition of Manager of the Legal Department at OXY Colombia and being Hy- coordinator and Supply Strategic Leader
at Ecopetrol. Additionally, he worked as He Currently serves as Business Vice Presi-
drocarbon Contracts Vice President at the National Hydrocarbons Agency. dent at TGI S.A. ESP.
coordinator of environmental permits at the
He currently serves as Legal & Governance Affairs Vice President at TGI
S.A. ESP.
Mr. Vera is a Civil Engineer from Universidad la Gran Colombia, with a Masters Degree in
Mr. Mantilla is a lawyer from Universidad Externado de Colombia, is environmental management for sustainable development from Universidad Javeriana. He
highly experienced in teaching, being undergraduate and postgraduate received professional training in projects by Universidad de los Andes. Mr. Vera has a PMP
professor at Universidad Externado de Colombia. certificate from the Project Management Institute, training in strategic supply by Universidad
de los Andes, and PSCM certificate by the International Trade Centre.
234
Antonio Angarita
Finance Vice President
Mr. Angarita is a Financial Executive with a broad experience in finan-
cial management developed in different sectors, in areas such as fi-
nancial planning, treasury and business appraisal.
He is also experienced in the preparation of reports following the In-
ternational Financial Reporting Standard and in SOX controls in mul-
tinational companies. He worked in multicultural environments and
was developed high standard teams.
He currently serves as Financial Vice President at TGI S.A. ESP.
Andrs Restrepo
Vice President for Operations
A Civil Engineer and Certified Project Manager with 27 years of expe-
rience at national and international level in transport and production TGI Presidency Committee. From left to right, seated: Andrs Aljure, Planning Manager and development; Julin
project management within the oil industry. He is highly experienced in Garca, TGI President; Yolanda Gmez, Administrative and Services Vice president; Miguel Contreras, Sustainable
all stages of a project from its conception to the operation and main- Development Manager. From left to right, standing: Carlos Mantilla, Legal and Government Affairs Vice President;
tenance, with special emphasis in the efficient use of resources, safety, Antonio Angarita, Financial Vice President; Andrs Restrepo, Operations Vice President; Mauricio Vera, Business
integrity of facilities, and environmental protection. Vice President.
He currently serves as Operations Vice President at TGI S.A. ESP.
Comits de Gerencia
MANAGEMENT COMMITTEES
Additionally to the committees of the Board of Directors, TGI S.A. ESP
has other committees, which purpose is to advise the CEO on the
adoption and implementation of policies, guidelines and decisions
related to the administrative and financial management, ethics and
compliance, working environment, supply, safety and health at work,
and other administrative and business issues.
236
Table No. 11
Management Committees 2016
CEOS STRATEGIC To advise the CEO on the adoption and SUPPLY COMMITTEE
implementation of policies, guidelines
COMMITTEE and decisions related to the adminis-
trative and financial management of
the business of TGI S.A. ESP.
EXECUTIVE CONTRACTING To approve contracting requests, the
opening and assessment of processes
COMMITTEE which value is equal to or exceeds ten
thousand (10,000) VLMW, including VAT.
ETHICS AND COMPLIANCE To help with the strengthening of
the ethical conduct, as well as
COMMITTEE implementing coordinated actions
in the light of events that violates
the Code of Ethics. To monitor the OPERATIONAL CONTRACTING To approve contracting requests, the
implementation and continuity of opening and assessment of processes
compliance programs. COMMITTEE which value exceeds two hundred (200)
VLMW, but do not exceed ten thousand
(10,000) VLMW, including VAT.
To serve as an agent promoting and

JOINT SAFETY AND HEALTH watching over the rules and regula- To promote, analyze and approve supply
RATEGIC SUPPLY COMMITTEE
COMMITTEE COPASST. tions on health at work in all levels policies and strategies, as well as identi-
of the Company. (COMMITTEE OF GEB) fying possible synergies that may be
generated in GEB, including the analysis
of the relevance of performing joint con-
tracting processes.
WORKING ENVIRONMENT To help with alternative mechanisms Through 2016, the following adjustments to the Senior Management committees
other than those established in the were made:
COMMITTEE regulations of TGI S.A. ESP, and the
The name of the Ethics and Conduct Committee was changed to Ethics and
prevention and solution of situations
Compliance Committee, as well as its purpose, composition and roles.
caused by workplace harassment on
workers within the Company.
238
Remuneration of Senior Management

The remuneration of the CEO of TGI S.A. ESP The possible conflict was managed by the Committee and the
includes a fixed and a variable component. member refrained himself from participating in the discus-
The variable component is based on the re- sions and decisions related to that matter.
sults of the assessment of his/her mana-
gement, who has encouraged the achieve- On the other hand, the members of the Board of Directors did
ment of goals. not indicated they had a conflict of interest and submitted a
statement expressing they were not in a situation of conflict
of interest.
CONFLICTS OF INTERESTS INTERNAL CONTROL SYSTEM

The Control System applies to the whole company and the roles
Rules for managing conflicts of interests are compiled in the Code of inherent to each position, always oriented and advised by the
Ethics and the Code of Corporate Governance of TGI S.A. ESP. immediate superior, in order to:
In case of a conflict of interests, or when there is doubt about its exis-
tence, the person upon which the potential conflict lies must refrain
himself/herself from intervening in related activities and decisions, and Comply with functional, administrative Review formalities and procedures in a
inform his/her immediate superior about it in a detailed manner and and operating obligations. permanent manner.
in writing. The members of the Board of Directors must inform to the Establish and update control procedu- Cooperate with the Internal Audit Ma-
executive body about any situation generating a conflict of interests, res and techniques. nagement of TGI S.A. ESP regarding its
and report relations that may generate conflicts of interests. assessment processes and the commit-
Adopt preventive and corrective imme- ment to the implementation of agreed
Additionally, regulations establish, as role, that the Audit Committee diate actions.
has to assess and inform the Board of Directors of TGI S.A. ESP about recommendations for improving the In-
possible conflicts of interests generated and recommend the steps to Mitigate fraud risk. ternal Control System.
manage it. Prepare and communicate reliable, pro- Adopt good practices related to the In-
per, timely and real information to the ternal Control System.
executive and management levels.
Through 2016, only one case was declared at the Audit
Committee level, which was managed as follows: Institutionalize self-control as an on-
going process of verification of planning
In the Audit Committee meeting No. 37 held on February and results.
27th, 2016 Mr. Andres Camargo Ardila expressed his conflict
with the controversy between Contugas and Consorcio G y
M Concovoles S.A., Peruvian branch.
240
The company has the following mechanisms that make the streng-
thening of the Internal Control System possible, which also constitute
the basis for the implementation, maintenance and improvement of
RISK MANAGEMENT
control processes and activities, ensuring compliance with Article 50, SYSTEMS OF THE COMPANY
phase 3 Control Activities, of the Good Governance Code:
Through 2016, TGI S.A. ESP made progress in the de-

velopment of the following activities by stages:
Code of Ethics Program for adoption of the International
Standards for the Professional Practice of
Good Governance Code Internal Auditing.
Risk Management Policy Program for adoption of IFRS
Figure 2
Internal Control Policy Risk Management Activities
Program for Prevention of Money
1
Corporate Social Responsibility Policy Laundering and Terrorism Financing (SIPLA/
SARLAFT).
Internal Audit Statute Review of Identification of the risk management policy
Campaigns on self-control, money methodological Identification of the risk management cycle
Strategic Supply Model laundering and terrorism financing, ethical
dilemmas related to conflicts of interests
approach First level diagnosis of the risk matrix by subsidiary
Decisions and Guidelines from the CEO
Corporate Strategic Plan (CSP) Updating of By-Laws
Updating of regulations of the Committees
2
Integrated Management System (IMS)
of the Board of Directors Relevance review
Integrated Management System Certification (ISO
Relevance
Analysis of each of the risks with causes, consequences
50001; OHSAS 18001; ISO 9001; ISO 14001). Adoption of the Strategic Supply Model review
and plans of improvement / controls, by subsidiary
Commitment to the adhesion to the Global (Quantity and quality
Integrated Management System Indicators of strategic risks) Elaboration of proposals for inclusion of new risks or
Deal
adjustment / improvement for existing ones
Risk Management System
Adhesion to the initiative: Towards integrity
Information System SAP R/3 a construction between the public and
private sectors (Hacia la integridad - una
3
CEOs Committee, Audit Committee, Contracting
construccion entre los sectores publico y roposals validation and adjustment by subsidiary with
Committee (operational, executive, strategic),
privado) of the UNODC, (United Nations Validation, senior management and risk management leaders
Business Committee, Land Management
Office on Drugs and Crime). standardization and
Committee, Ethics and Compliance Committee, Standardization of the language of risks to potentialize
action plans by synergies of transversal action plans in the group
Operation and Investment Committee, Control and risk matrixes under SOX
Compensation Committee.
subsidiary
methodology.
Corporate mail management through
Laserfiche WebLink system.
242
This generated a new risk and control map, which is

shown as follows:
Impact
Very Low Low Medium High Very High
Figure 3
Risk and Control Map 1 2 3 4 5
TGI 3 5 3 5
Very High
5
# Risks 8 10 4 4 1
1 Regulatory and/or tax changes that do not favor the companys interests
8 10 6 6 1
2 Inadequate project management
High
4
9 12 2
3 Non-compliance with the financial plan
Probability
4 Risk of social acceptance (communities, authorities, among others)
12 2
Medium
5 Non-continuity of the business and/or service
3
11 11 7 7
6 Participation in non-strategic investments
7 Weaknesses in commercial management
Low
Operational incidents affecting the environment, infrastructure and persons
2
9 Unfavorable ruling during litigation management
10 Fraud and corruption
Very Low
11
1
Not having the appropriate human capital with motivation to achieve the companys strategy
12 Vulnerability in information security and integrity
# Uncontrolled risk assessment # Controlled Risk Assessment
244
STATUTORY AUDIT For the purpose of preventing money laundering and terrorism financing in TGI S.A.
In 2016, TGI S.A. ESP chose Deloitte & Touche Ltda. as Statutory Au- ESP through 2016, the Compliance Officer presented the quarterly report to the Audit
ditor. The services provided by it at global level are mainly focused on Committee.
consulting, taxes, legal consulting, financial consulting, and auditing.
In addition, interest groups were regularly consulted through the Sentinel and World-
Check tools, which allow verifying that suppliers, bidders, associates, and administra-
tors, among others, are not included in official restrictive lists, weather national or in-
Table No. 12 ternational, and thus preventing the Company from establishing relations in terms of
Money Laundering and Terrorism Financing. Consultations made did not generated any
Remuneration of the Statutory Auditor
entry in the lists binding on Colombia: OFAC and UN, while reports presenting alerts
were informed to the pertinent authorities in order to be checked and monitored.
COMPANY STATUTORY AUDITOR REMUNERATION No negative information on contractors, suppliers, bidders or administrators resulted
from consultations made in the Sentinel and World-Check restrictive lists.
TGI S.A. ESP S.A. ESP Deloitte & Touch Ltda. USD 129,502.68 Vat included Finally, in 2016, the Internal Audit Management made an effort to give training cour-
ses on money laundering prevention to new associates and those located in the di-
fferent districts and compression stations.
CONTRALORA DE BOGOT D.C.

In 2016, Contralora de Bogota D.C. conducted the regular audit co-
rresponding to 2015 business year, from which 8 administrative fin-
dings resulted, 3 of which have a fiscal incidence. In such case, impro- CONCLUSIONS AND RECOMMENDATIONS
vement plans were defined, which are subsequently verified by the
control body. As a result of this 2016 report on Corporate Governance of TGI S.A. ESP,
it may be concluded that the compliance with the Code of Good Gover-
nance has been satisfactory, after monitoring commitments set forth in
EXTERNAL AUDITOR OF MANAGEMENT AND RESULTS the Code of Good Corporate Governance, through the execution of the
respective actions by each one of the responsible persons, by means of
In 2017, Gestin y Auditora Especializada Ltda. will present the report documentary verification tests and interviews.
corresponding to the 2016 business year to the Domestic Public Ser-
vice Superintendency. Finally, the updating of the Code of Good Corporate Governance is re-
commended according to the guidelines of GEB and the best corporate
practices on that matter.
MONEY LAUNDERING AND TERRORISM FINANCING

PREVENTION
Aiming to prevent asset laundering and financing of terrorism in TGI
S.A. ESP during 2016, the Compliance Official presented quarterly re-
ports before the Audit Committee.
246
GRI Standard Indicator Page Omissions ODS Global Pact
GRI 102: General 102-1 Name of the

Indicators organization
14 None
GRI 102: General 102-2 Activities,

Indicators
brands, products and 15 None
services
GRI 102: General 102-3 Location of the
Indicators main HQ
28 None
GRI 102: General 102-4 Location of

Indicators operations
28 None
GRI 102: General 102-5 Legal property

Indicators and figure
14 None
GRI 102: General 102-6 Covered mar-

Indicators kets
13 None
GRI 102: General 102-7 Dimensions of

Indicators the organization
28, 30, 132 None
GRI 102: General 102-8 Information on

Indicators
employees and other 130 None
workers
15
GRI 102: General
Indicators
102-9 Supply chain 194 None
102-10 Significant
GRI 102: General changes within the
Indicators organization and its
191 None
supply chain
GRI 102: General 102-11 Precaution
Indicators principle
91 None
GRI 102: General 102-12 External ini-

Indicators tiatives
34 None
GRI 102: General 102-13 Membership

Indicators in associations
34 None
GRI 102: General 102-14 Letter by the

Indicators Chairman
7 None
ANNEX GRI 102: General
102-16 Values, prin-ci-
ples, standards and 27 None 16.6; 16.7 Anticorruption
Indicators
bahavior norms
GRI Standard Indicator Page Omissions ODS Global Pact GRI Standard Indicator Page Omissions ODS Global Pact
102-17 Mechanisms GRI 102: General 102-50 Reporting
GRI 102: General 37 None
for consultancy and 62 None Indicators period
Indicators
worries on ethics
GRI 102: General 102-51 Date of most
GRI 102: General 102-18 Government recent report
37 None
Indicators
structure
51 None
Indicators
GRI 102: General 102-52 Frequency of
102-22 Composition
37 None
16.6 Indicators reporting
GRI 102: General of the highest gover-
nment organ and its
58 None GRI 102: General 102-53 Contact for
Indicators 38 None
committees Indicators enquiries on the report
102-28 Assessment of GRI 102: General 102-54 Type of report

38 None
GRI 102: General the performance by the Indicators
highest government
59 None
Indicators GRI 102: General 102-55 GRI Table
body 126 None
Indicators
GRI 102: General 102-40 List of the inte- GRI 102: General 102-56 External Audit
rest groups
47 None 38 None
Indicators Indicators
GRI 102: General 102-41 Collective 103-1 Explanation of
agreements
134 None GRI 103: Specific
Indicators material affairs and 46 None
Indicators
102-42 Identification their limitations
GRI 102: General
and selection of inte- 39 None GRI 103: Specific 103-2 Management
Indicators 103, 116 None
rest groups Indicators and components focus
GRI 102: General 102-43 Involvement by GRI 103: Specific 103-3 Evaluation of
interest groups
40 None 43 None
Indicators Indicators management focus
102-44 Key subjects GRI 201: Indicadores 201-1 Direct, gene-
GRI 102: General
and worries of interest 128 None Especficos - Econ- rated and distributed 170 None
Indicators
groups micos economic value
102-45 Entities inclu- 201-2 Financial impli-
GRI 102: General ded in the conforma- GRI 201: Specific In- cations and other risks
tion of financial infor-
166 None 152 None
Indicators dicators - Economic and opportunities due
mation to climate change
102-46 Definition of GRI 203: Specific In- 203-2 Significant indi-
GRI 102: General 116 None
the reports content 37 None dicators - Economic rect economic changes
Indicators
and the subjects limits
205-2 Comnunication
GRI 102: General 102-47 List of material GRI 205: Specific and training on anti-
affairs
43 None 65 None
Indicators Indicators - Social corruption policies and
GRI 102: General 102-48 Reexpression procedures
of information
38 None
Indicators
GRI 102: General 102-49 CChanges to
the reporting
38 None
Indicators
250
GRI 302: Specific 302-1 Companys 7.2 ; 7-3; 403-2 Types and
Indicators - Envi- Energy Consumption 96 None 8.4; 12.2 GRI 403: Specific rates of injuries, oc-
ronmental indicators - La- cupational diseases,
82 None
bor Practices and lost days, absen-
GRI 302: Specific 302-2 Consumption
Decent Work teeism and deaths
Indicators - Envi- of energy outside the 96 None
due to work
ronmental Company
GRI 403: Specific 403-4 Health and
GRI 303: Specific 303-1 Water use per
indicators - La- safety issues covered
Indicators- Envi- source 96 None 135 None
bor Practices and in comercial agree-
ronmental
Decent Work ments
GRI 305: Specific 305-1 Direct emis-
Indicators- Envi- sions of greenhouse 97 None GRI 404: Capacita- 404-1 Average trai-
ronmental effect cin y entrenamien- ning hours per em- 130 None
to ployee, per year
GRI 306: Specific 306-2 Residues by
Indicators - Envi- type and disposal 99 None 404-2 Programs to
ronmental method improve the abilities
GRI 404: Training 130 None
307-1 Non-com- of the employees and
GRI 307: Specific transition programs
pliance with envi-
Indicators - Envi- 103 None
ronmental laws and 404-3 Percentage of
ronmental
regulations workers participating
GRI 404: Training 130 None
401-2 Benefits for in performance and
GRI 401: Specific career evaluations
full-time employees
Indicators - La-
not given to part-ti- 132, 133 None 407-1 Operations
bor Practices and
me or temporal and suppliers who
Decent Work
employees GRI 407: Freedom could pose risks
of association and regarding freedom of 134 None
401-3 Represen-
collective agree- association and co-
GRI 402: Specific ta-tion of workers
ments llective agreements
Indicators - La- in formal employer
133 None collective agreements
bor Practices and - employee commi-
Decent Work ttees on health and 413-1 Operations
safety involving the local-
GRI 403: Specific 403-1 Maternity and 8.8 Labor Stan- GRI 413: Local com- community, impact 105 None
paternity leaves dards munities measuring and deve-
Indicators - La-
78 None lopment programs
bor Practices and
Decent Work
252
GRI 414: Assess- 414-1 New suppliers 60 N/A Anticorruption
ment of suppliers selected with social 200 N/A 73, 127, Labor Stan-
with social criteria criteria N/A
134 dards
Anticorrup- 89 N/A Environment
tion, Human
74, 119 N/A Human Rights
108 N/A 5 Rights, Labor
Standards and
Environment
Anticorrup-
tion, Human
Standards and
Environment
Anticorrup-
32, 108, tion, Human
130, 133, N/A 8 Rights, Labor
134 Standards and
Environment
Anticorrup-
tion, Human
Standards and
Environment
Anticorrup-
tion, Human
32, 152 N/A 13 Rights, Labor
Standards and
Environment
Anticorrup-
tion, Human
32, 100 N/A 15 Rights, Labor
Standards and
Environment
32 N/A 13
32 N/A 16
254
www.tgi.com.co

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SUSTAINABLE

Sustainable Development Management

Planning and Performance Management

SUPPORTED THE Vice-Presidency of Business

Vice-Presidency of Juridical and Government Affairs

Sub direction of Communications

MANAGEMENT CONSULTING AND ELABORATION OF THE REPORT

DESIGN AND DIAGRAM

FINANCIAL STRENGTH AND ANNUAL REPORT OF THE CORPORATE GOVERNANCE

STRONG AND PROFITABLE GROWTH ANNEX

GRI Ten years being a part of Gru-

rit, looking toward the market, As a part of Grupo Energa de

When reviewing the lessons lear-

Julin Garca Salcedo

2.1 GRUPO ENERGA DE

During 2016, Grupo Energa de Bogot reformulated its corpora-

GAS DISTRIBUTION Energy Transmission GAS DISTRIBUTION IN

ENERGY DISTRIBUTION NET UTILITY

DEVELOPMENT ISA REP 14,975 GWh

(1) By income. Expected data from Guatemala 2017:

2.2 GRUPO ENERGA DE

ELECTRICAL POWER Gas market marker in Capacity to incorpora-

Understanding of the di- Interconexin de merca- Regulatory shaping

NATURAL GAS ELECTRICAL POWER

Bogota and Lima: Southern part of Colombia and mar-

2.3 TGIS GENERAL

In 1992, as the conclusion of an industry seminar to review in-

1995 for USD 760 M

commerce company; Fitch raises qualification

1993 all Ecopetrol natural gas

win bid for

2.5 INDUSTRY AND GAS

gies given that it is the most 6000 10% 16,9

environmentally-friendly 5000 8% 26,6 31,1 10,5

them to be in surplus, there- The above leads to the US

through gas pipelines or the pipeline trade occurs Mexico

dad and Per. 150 2%

PROJECTION OF RESERVES STATEMENT OF NATIONAL PRODUCTION

Llanos orientales Valle inferior Magdalena Valle Superior

CAUSE FOR DESCRIPTION OF CURRENT PRICES

Supply and 2020 Barranquilla-Ballena

Supply Mariquita-Gualanday 44.3

2.7. GEOGRAPHIC COVERAGE

LA SABANA 150 20 / 14 / 10 / 6 / 4 / 2 140

BOYAC SANTANDER 310 10 / 8 / 6 / 4 / 2 64

CUSIANA - LA BELLEZA 410 20 / 6 / 4 / 2 392 For further information, see: http://www.tgi.com.co

CUSIANA - APIAY - USME 410 12 / 10 / 6 30 / 7

TOTAL 4000 370

Station No. of Units HP SECTORS

GRI Short-term transportation service

For further information, visit: http://www.tgi.com.co

2.6 PROFESSIONAL ASSOCIATIONS AND PARTICIPATION 2.7 AWARDS AND

TGI participates in Andesco

REPORTING PERIOD porate strategy to be implemented

GRI In this opportunity the 2016 Sus-

CAROLINA BONILLA PORTILLA

En TGI el proceso de dilogo con grupos de inters se complementa a

Financial management Management Pgina web Cuando se presenten

Human rights Intranet Permanente

Corporate management Gas transportation

Stakeholders Every 2 years

AFFAIRS Follow-up and When required

Environmental Climate change and 3.3 MATERIAL ASPECTS AND

Priority in occupational Supplier register Starting every