Human rights

Committed to the principle of equality

With the diagnosis and risk analysis in Human Rights that we carried out during 2020, we began the materialization of our commitment as a company.

Why is this important?

(103-1) Own. Commitment in Human Rights.

At TGI, we are committed to the highest international standards and benchmarks in Human Rights (HR), such as the United Nations Guiding Principles and the OECD Guidelines, and at the national level, with the National Action Plan, since its first edition, which refers to the public policy governing in Colombia for business issues and Human Rights.

Likewise, we have a political commitment as a company to respect human rights; contribute to the fulfillment of public policy and the construction of the country with strategic lines that aim to ensure that its management is respectful.

This commitment is important because we are aware that a responsible due diligence process in Human Rights will allow us to prevent and mitigate real and potential impacts, and also provide solutions when those risks materialize.

Thus, at TGI we recognize that part of an adequate relationship strategy with our stakeholders must be based on the respect for human rights. Our company is aware that with a management based on the due diligence thereof, we reduce the probabilities of legal, financial and reputational risks, which ensures a sustainable management.

How do we manage it?

(103-2)

At TGI we are committed to the physical integrity of workers and communities, as well as to the principle of non-discrimination based on sex, race, national or family origin, language, religion, political or philosophical opinion.

Our structured corporate strategy for 2020 was not explicitly aligned with the Humans Rights management and no goals or metrics related to the subject were defined.

However, throughout the year, aware of the need to close gaps, we began a diagnosis and analysis of Human Rights risks so that in 2021, we could undertake the execution of an action plan that materializes the will and respectful management thereof.

Although TGI's Corporate Strategy in 2020 did not include this management as a key issue for our company, through guidelines and in several of the corporate policies, we have established elements that address such task.

For example, in our Code of Ethics we establish a commitment to implement the 10 Principles of the United Nations Global Compact in strategies and operations:

1 and 2 refer to the protection of fundamental rights and non-complicity in their violation.
3, 4, 5 and 6 are directed to the labor rights of collective bargaining, elimination of forced labor, eradication of child labor and abolition of discriminatory practices in employment and occupation.
7, 8 and 9 are focused on environmental commitments referred to the precautionary principle, respect for the environment and environmental liability in the principles.
10 refers to avoiding corrupt practices.

(412-1) In 2020, 100% of our operations were subjected to Human Rights-related risk reviews or assessments.

Our Code of Ethics establishes that these standards are mandatory for employees and Senior Management, and also that the compliance thereof extends to suppliers and contractors in furtherance of their duties by virtue of their relationship with the company.

On the other hand, at TGI we express commitments with Human Rights. In some of our corporate policies adopted by Senior Management:

Human Management Policy

Diversity and Inclusion Policy

Compensation Policy

Sustainability Policy

Personal Data Processing Policy

Communications Policy

Supply Policy

What we achieved in 2020

(103-3)

(412-2) Taking as a reference the guiding principles on businesses and rights of the united nations, in tgi we carried out the first exercise of diagnosis and risk analysis of human rights in 2020.

We carried out the first risk diagnosis and analysis exercise in Human Rights through the consulting firm Trust, which gave us technical assistance for the implementation of a Human Rights Management System.
According to the diagnosis, the compliance status of the Human Rights management within TGI for the year 2020 was 36%. This percentage was also calculated from the result of the compliance percentage in each of the established management components, and each of these had the same percentage in the overall management rating (Trust report).
In general terms, we have significant gaps in the alignment and traceability of TGI's management of Human Rights standards in each of its components. However, it is relevant to note that we have identified policies, processes, mechanisms and practices that respond to some extent to this approach. There is no structured management that allows its systematicity and traceability.
We structure the components defined based on the guidelines of the United Nations Guiding Principles on Business and Human Rights, incorporated into the diagnostic matrix instrument, with qualitative indicators for each of these components. The matrix incorporated a total of 51 indicators, divided into six components: policy, integration, communications and relations, supply chain, monitoring and evaluation, complaints mechanisms, with qualitative indicators with a differential approach on gender, ethnic communities and children and adolescents.
We are making progress in structuring the Human Rights Management System that will allow us to define the mechanisms to ensure effective management of Human Rights (commitment, risk analysis, management and stakeholders).
(412-2) We carried out 19 awareness workshops, with 38 hours of training, with the participation of 143 trained employees (31.2%). In these spaces they were trained in topics such as: What are human rights? How are human rights related to me and to the activity that I carry out in the company? How can I contribute to the care of human rights in my daily life and in the company? At the end of each workshop, attendees recorded their declaration of commitment to Human Rights on a shared panel.
As part of this pedagogical strategy, and prior to the execution of the workshops, we designed and applied an online survey addressed to all employees of TGI SA ESP., which allowed the collection of three types of inputs: a) a balance of the knowledge that the company's collaborators have on human rights matters, b) reflections of said collaborators on the company's human rights management and c) expectations regarding the content of the human rights policy of TGI SA ESP.

In 2020, we began a diagnosis and analysis of Human Rights risks in our company so that in 2021, we can begin the execution of an action plan that materializes the will and respectful management thereof.
In 2020, we began a diagnosis and analysis of Human Rights risks in our company so that in 2021, we can begin the execution of an action plan that materializes the will and respectful management thereof.
In 2020, we began a diagnosis and analysis of Human Rights risks in our company so that in 2021, we can begin the execution of an action plan that materializes the will and respectful management thereof.

Challenges for 2021

In 2021, our challenge is to structure the human rights policy and articulate it with the other corporate policies of tgi.

In the short term (2 years)

Make the Human Rights commitment public and disseminate it to our priority stakeholders.
Manage due diligence of Human Rights. at TGI with the design and implementation of a risk analysis model and methodology, as well as the measurement of its impact on specific projects or operations.
Define and adopt operational guidelines on intercultural engagement, focused on Human Rights, as well as training for work teams.
Strengthen internal capacities for the implementation of the Diversity and Inclusion Policy.
Contribute to building community resilience capacities facing climate change situations.
Align the Sustainable Development Strategy with the Human Rights.

In the long term (2 to 5 years)

Ensure Human Rights management in the value chain and the contractor and supplier management process.
Strengthen complaint mechanisms.
Incorporate the differential approach of children and adolescents in due diligence Human Rights policies and mechanisms.
Correct situations of lack of recognition of the holders of rights over properties with unincorporated easements.
Strengthen actions to mitigate impacts associated with noise, odors and lighting.
Ensure due Human Rights diligence in involuntary resettlement processes.
Contribute to the integral development of our collaborators and prevent situations that may imply Human Rights affectations.