Impact management

We work respecting the territories

To achieve the development of our corporate strategy, we have instruments that help us recognize and manage the impacts generated in the territories where our infrastructure is located.

Why is this important?

(103-1)

For the development of infrastructure works, the generation of impacts in the territories where we are present through our projects and operations is inevitable. Therefore, it is a priority that the consequences that these bring are identified and managed within the framework of our due diligence. Hence, the impacts we generate are managed in accordance with the environmental instruments that govern TGI's operation.

In these scenarios, our corporate values materialize, taking into account respect for regulations and permanent monitoring of the impacts generated as a result of actions related to projects, operation and maintenance of our facilities.

How do we manage it?

(103-2)

For the social management of our company, the implementation of actions that adequately record the impacts that may take place, and which generate an impact on the different stakeholders, such as the communities and the owners in the territories where we operate, is conclusive.

(103-2) We manage these impacts through tools provided in the environmental instruments included in the regulations governing the company. For this reason, within the detailed work plans (PDT) of the professionals of our social team, who are in the territories, we include these instruments, in order to articulate the monitoring of the impacts on our corporate work.

The impacts generated by our actions are analyzed by different levels, such as the primary committees of the Subdirectorate of Social Management, the Sustainable Development Management and the Sustainable Development Committee, to provide the best solutions and generate action plans according to said impacts.

(203-2) In the implementation of TGI's Social Management Plan, we manage the impacts as follows:

Secure networks. We execute projects to manage and mitigate the potential risks associated with the gas pipeline operation, in order to strengthen the response capacity of the communities in the event of a possible emergency.

See Annexes

(413-2) Operations with significant negative impacts (actual and potential) on local communities.

Operation center	Type of impact	Context	Management
Hatonuevo gas compression station	Real	In 2017, Judgment T272 / 17 was issued, which evidences indications of an inadequate environmental control of the Hatonuevo gas compressor station and a lack of knowledge of the dimensions of environmental justice, which generates the violation of the fundamental rights of the community.	In 2020 we managed the aspects referenced in the ruling to reduce the impacts generated in the Hatonuevo gas compressor station: systems for the safe and effective removal of gases and particles (Tea), noise and spillage. We emphasize that after a visit by the National Environmental Licensing Authority (ANLA), we were able to demonstrate the reduction of these impacts.

(EU22) Number of physically and economically displaced people who were compensated

For TGI it is very important to have an instrument that establishes the strategic guidelines that must be considered when developing resettlement and relocation processes with individuals, or with social or productive units that arise during the execution of activities related to its projects.

Thus, in 2020 TGI designed and launched the Resettlement Manual - an instrument that provides guidelines to effectively manage resettlements caused by the development of infrastructure projects or by the operation itself.

Given the development of the Cusiana Phase IV and the Branching Reposition projects, we managed, through the guidelines of the Resettlement Manual, to advance with the resettlement process, precisely, of the families identified through the characterization exercise carried out for both infrastructure projects.

The resettlement process begins with an informative visit to each of the social and productive units that are going to be resettled - an activity that was monitored by the local authorities to guarantee transparency and full legality. Then, the capture of demographic and socioeconomic information, their dependence or relationship with local organizations, their expectations and, of course, the entire inventory of land and homes is conducted in order to obtain an approximation of the relationship with their habitat and the possible disruption of their social and economic networks upon resettlement.

With the above, and once the families that are effectively subject to resettlement have been determined, the next step is the construction of the specific Care Plan for each family, which contains both the compensatory measures and those accompanying and management actions to ensure the tangibles and intangible aspects of this type of process, thus guaranteeing the rights of families minimizing the possibility of impoverishment by providing support for the acquisition of housing and procuring a new habitat or the construction of housing on a new property.

Part of the process includes those families that due to their distance are not subject to definitive resettlement, and to mitigate the risks associated with the construction of the project - as a preventive measure - they are temporarily relocated and once the works are completed, we accompany the process to return and reestablish their social and support networks.

(EU22) Number of physically and economically displaced people who were compensated by type of project

	Families with permanent relocation	Families temporarily relocated	Families not relocated, but assisted	Value of compensation
Cusiana Phase IV Project	3	5	3	COP 416.861.016
Branch Replacement Project	2	0	0	COP 416.861.016	COP 416.861.016

(Own) We had 20 complaints from the communities regarding the management of contractors. 100% of these were managed and resolved.

What we achieved in 2020

(103-3)

In 2020, we made progress in updating the files of the environmental management plans (emp) and in the monitoring and tracking programs of 15 environmental dossiers, in which we include the socio-economic component to be more effective.

We update TGI's social characterization process, which allows us to have a clear roadmap for the development of our processes and relationships in the territories. Part of this update included the creation of instruments for monitoring and analyzing the environments where we operate in order to prioritize the attention of more than 90 municipalities identified as strategic for the development of the operating activities and the projects. These tools for monitoring and preventing social incidents allow us to know and manage in advance the possible conflicts that may take place in the environments where we operate, to act within the framework of due diligence and identify the key and necessary elements to decision making.
We made progress with the leadership of the Environmental Sub-Directorate, in updating the files of the environmental management plans (EMP) and the follow-up and monitoring programs of 15 environmental files. This process included the socio-economic component specifications, which we expect to use to obtain, in the short and medium term, instruments that allow the impacts to be managed effectively and adjusted to the reality of the territories.
We effectively carried out five permanent resettlements and five temporary relocations of families based on the guidelines of the Resettlement manual adopted by the company, in accordance with international standards on involuntary resettlement.
We made progress in strengthening relationships of trust with the communities in the area of influence by achieving the closure of seven social liabilities from previous periods:

Social liabilities executed in 2020

Object	Investment
Endowment of the rescue corps of Natagaima, Tolima.	COP 40.000.000
Agreement with a family resettled in La Belleza, Santander.	COP 18.000.000
Construction of eight community kiosks in Manaure, La Guajira.	COP 113.634.385
Arrangement of sports field in La Dorada, Caldas.	COP 100.000.000
Adaptation of the sewerage network in Lérida, Tolima.	COP 22.789.257
Improvement of the tertiary road in La Tebaida, Quindío.	COP 40.000.000
Construction of the plaque-footprint in Florián, Santander.	COP 40.000.000

At Redes Seguras (Secure Networks), which is part of our Social Management Plan, we execute projects to mitigate the risks associated with the operation in order to strengthen the response capacity of the communities in case of a possible emergency.
At Redes Seguras (Secure Networks), which is part of our Social Management Plan, we execute projects to mitigate the risks associated with the operation in order to strengthen the response capacity of the communities in case of a possible emergency.
At Redes Seguras (Secure Networks), which is part of our Social Management Plan, we execute projects to mitigate the risks associated with the operation in order to strengthen the response capacity of the communities in case of a possible emergency.
At Redes Seguras (Secure Networks), which is part of our Social Management Plan, we execute projects to mitigate the risks associated with the operation in order to strengthen the response capacity of the communities in case of a possible emergency.
At Redes Seguras (Secure Networks), which is part of our Social Management Plan, we execute projects to mitigate the risks associated with the operation in order to strengthen the response capacity of the communities in case of a possible emergency.

Challenges for 2021

We will install 15 solar panels in community kiosks built in manaure, la guajira, to strengthen relationship with the communities settled in the surroundings of the ballena-barrancabermeja gas pipeline.

(103-3) In the medium term, availability of environmental instruments that allow us to update the impacts generated in the territories to be endorsed by the corresponding environmental authority.
Advance in the closing of social liabilities from previous periods, to add them to those ended in 2020. Thus, we will continue on the path of strengthening relationships of trust with the communities in areas of influence.
In compliance with the Social Management Plan, continue the review and adjustment of the environmental analyzes carried out in 2020.
Consolidate the guidelines of the Resettlement Manual for those areas of legalization of easement process where we have infrastructure in operation, and occupied by social units.