Since the beginning of the pandemic, at TGI we have been committed to maintaining the continuity of our projects and operations with our usual excellence in the market; we did it, above all, faithful to our cultural attribute: Life First, to guarantee the safety of our collaborators and of the communities living in the territories where we operate, and which have been affected. All this is part of a management that clearly explains how we face the pandemic as a company.
For this, and following the guidelines of Grupo Energía Bogotá, we implemented an action plan exclusively designed to address the situation that forced us all to innovate, restructure ways of working, redesign and adapt to the challenges that the world poses, without disregarding the attributes that characterize us as a Business Group. The guidelines were drawn up based on a detailed review of the best solutions and business practices, both national and international, to face these challenges.
The Plan for Attention to the Emergency Associated with the Covid-19 Pandemic, led by GEB, which we implement at TGI is part of the temporary care, recovery and stabilization scheme during health emergencies.
First, we develop essential and priority programs and activities to address the virus-related emergency. Then, we identify activities for the recovery of our business. Finally, based on the lessons learned, we designed a scheme to stabilize our company's projects and operations with respect to future health emergencies that may occur.
For the implementation of the plan and the care programs, we assigned a temporary team, made up of members of the Group and its subsidiaries, which was responsible for the planning, execution, monitoring and control of the actions proposed in each scheme.
This team was led by a Covid-19 Attention Management, which in turn was guided by the President of GEB through the joint GEB and Affiliates Crisis Committee, taking into account the guidelines of Corporate Governance. This management and the support teams of the subsidiaries were supported by an external and internal advisory group made up of the Senior Management of each of the subsidiaries.
At tgi, we recorded 29 of the 300 positive cases that were reported in geb and its subsidiaries. At the end of the year 2020, we did not have any major complications or loss of human lives.
We obtained the certification with the Safe Guard logo by Bureau Veritas Quality for the implementation of biosafety protocols and measures in our administrative headquarters in Bogotá and Pereira.
We held discussion panels for 354 TGI collaborators connected through Teams Live, with whom we work on topics such as managing emotions, grief and stress, status of medical research on Covid-19, among others, within the framework of the Program of Prevention in Public Health implemented in the company.
Only two projects in Colombia were suspended at GEB and TGI. These suspensions lasted less than 30 days, in the two projects together. The suspension was intended to protect the lives of our employees, contractors and stakeholders.
Own. Prevalence of Deaths from Covid. We implemented pertinent biosafety protocols and were able to follow up and monitor the conditions for the development of the work, which allowed us to reach a prevalence rate of employee deaths of zero (per 1000 employees).
We made 125,969 health reports among Group employees and contractors, of which 65,153 corresponded to TGI.
At TGI, we only had 29 of the 300 positive cases that were reported at GEB and its subsidiaries. Those 300 cases correspond to only 13% of the collaborators of the companies that make up the Group. Of all the cases presented, at the end of 2020 we had no major complications or loss of human life.
We held 95 stand up meetings to monitor signs and symptoms in positive and suspected cases of collaborators, family members and contractors in Colombia. As of December 31, 2020, none of our collaborators required ICU hospitalization.
As a Group, we comply with the prioritized indicators of the care plan, as follows: 92% in the care stage, 84% in the recovery stage and 81% in the stabilization stage.
We launched the work-at-home measure for employees, ranging between 50% and 80% during the pandemic, prioritizing face-to-face activities for essential and non-vulnerable field workers.
As a Group, we developed the VidaRep application for daily monitoring of the health status of employees and created additional tools to control the temperature of visitors at venues.
We designed an intervention strategy in the territories of our area of influence for the prevention of contagions, in addition to joint work with local authorities with the design of communication pieces, hospital kits and prevention-associated courses.
We delivered 10,000 food kits as humanitarian aid for families in 41 municipalities located in TGI's areas of influence, in 14 departments. These were valued at COP 1,306 million.
We delivered 10,000 food kits as humanitarian aid for families in 41 municipalities located in the areas of influence, in 14 departments.
We delivered 10,000 food kits as humanitarian aid for families in 41 municipalities located in the areas of influence, in 14 departments.
We delivered 10,000 food kits as humanitarian aid for families in 41 municipalities located in the areas of influence, in 14 departments.
We delivered 10,000 food kits as humanitarian aid for families in 41 municipalities located in the areas of influence, in 14 departments.
We delivered 10,000 food kits as humanitarian aid for families in 41 municipalities located in the areas of influence, in 14 departments.
We delivered 10,000 food kits as humanitarian aid for families in 41 municipalities located in the areas of influence, in 14 departments.
Our challenge is to implement artificial intelligence to monitor and verify compliance with biosafety standards.
Continue to monitor signs and symptoms of employees, contractors and family members; promote the daily self-report of their health conditions.
Monitor good practices and standards issued to keep biosafety protocols updated.
Continue with the request for biosafety protocols to contractors (works, auditing, consulting) to mitigate contagion, based on the guidelines established by TGI. In addition, disseminate to new bidders, suppliers and contractors the protocols, guidelines and policies to be implemented, and give continuity to the activities mitigating the risks caused by the pandemic.
Adapt the work infrastructure to new work schemes that we have been evaluating, and which allow maintaining physical distancing, effective control of outbreaks and compliance with biosafety protocols.
Define the installation of satellite headquarters in line with the new work trends generated as a result of the pandemic.
Use artificial intelligence for monitoring and compliance with biosafety regulations in order to prevent close contacts and carry out epidemiological trace-back in positive cases. The use of bracelets that send information via the web and alert the user if he is very close to another person is an option that we will evaluate. These measurements also monitor variables such as temperature, heart rate, and oxygenation level.
Review the cameras that the company has for its optimization in compliance with biosanitary measures, in aspects such as resolution level and location.
Establish plans to promote safe mobility and avoid contagion of collaborators due to the use of public transport with alternation schemes for days or weeks, or with the design of an application that allows the use of private vehicles with incentives. Similarly, foster the use of sustainable means of mobility such as electric bicycles.
Carry out a seroprevalence study to understand the behavior of the SARS-Cov2 virus in the company, the percentage of the population reached by the virus and how much immunity was developed.
Strengthen the VidaRep tool for reporting information related to Covid-19 by adding modules, medical monitoring, indicators and medical tests.
Establish agreements with competent entities for the assurance of vaccines for TGI employees, especially for critical positions, which would allow the continuity of business activities.
At our headquarters, we implemented biosafety protocols and did follow-up and monitoring, reaching a prevalence rate of employee deaths of zero.
At our headquarters, we implemented biosafety protocols and did follow-up and monitoring, reaching a prevalence rate of employee deaths of zero.
At our headquarters, we implemented biosafety protocols and did follow-up and monitoring, reaching a prevalence rate of employee deaths of zero.
At our headquarters, we implemented biosafety protocols and did follow-up and monitoring, reaching a prevalence rate of employee deaths of zero.
At our headquarters, we implemented biosafety protocols and did follow-up and monitoring, reaching a prevalence rate of employee deaths of zero.
At our headquarters, we implemented biosafety protocols and did follow-up and monitoring, reaching a prevalence rate of employee deaths of zero.