Parent company of: This Sustainability Report was produced EB Group Foundation | with the collaboration of the teams under Maria Natalia García de Castro the leadership of: VP of Administration | President | Iván Pinzón Sandra Stella Fonseca Arenas VP of Finance | General Secretary | Felipe Castilla Maria Cristina Toro VP of Equity Portfolio and Corporate Internal Audit Directorate | Planning | Sandra Milena Aguillón Álvaro Torres
Subsidiaries Directorate | VP of Public Services and Regulation | José Miguel Acosta Javier de Quinto
External Relations Directorate | VP of Special Projects | Maria del Pilar Carmona Juan Martín Zuluaga
Directorate-General of Subsidiaries | VP of Transmission | Gabriel Ignacio Rojas Ernesto Moreno
Editing Design and Layout External Relations Directorate .Puntoaparte Bookvertising Global Responsibility Empresa de Energía de Bogotá S.A ESP Photographs EEB’s Photobank Parent company of: Advisors KPMG Advisory Services Ltda Bogotá, March 2014 www.eeb.com.co
We complied with all copyright and intellectual regulations Message to our Our company
2013 stakeholders Report Sustainability EEB We are aware of the positive impact We closed 2013 with net profit in ex- generated by our business for the prog- cess of $843,000 million pesos, which ress of the countries in which we op- represented 22% growth on the 2012 erate. We are very proud to be part of figures. We consolidated two new ser- a company and a Group such as ours; vices companies into GEB (EEBIS Peru where energy is life and growth. and EEBIS Guatemala), which repre- sent an additional business line de- It is an honor for us, as the President rived from services associated with of the Board and the President of the infrastructure. We also boosted new Company, to share with you the princi- businesses at both a national and in- pal management results of 2013. ternational level that will be reflected in 2014’s results. In this management year, we have had a great team that has strengthened the We are currently developing five (5) actions taken to progress the growth projects in Colombia awarded by the of our organization. The team seeks to Mining and Energy Planning Unit (Uni- provide a high quality service that con- dad de Planeación Minero Energética, tinues to leverage the growth of our the “UPME”), which form part of the Sandra Stella Fonseca Arenas, Gustavo Petro Urrego, EEB S.A. ESP. President cities, the industrial sector and the im- expansion of the National Transmission EEB S.A. ESP. President of the Board of Directors provement in the quality of life of the System (Sistema de Transmisión Nacio- citizens of our society, impacting the nal, the “STN”). These are key for the economic growth of our country and the electrical interconnection network and regions in which we operate. for the reliability of demand in Bogotá. In 2014, we plan to participate in the Principal Results of 2013 UPME calls aimed at broadening partic- In June 2013, thanks to the approval of ipation in the coverage and reliability of our Board, the organizational structure In 2013, we developed our strategic the country’s energy system. of the company was strengthened tak- ndoubtedly 2013 was a year plan with a vision for the period 2014 ing into account the sustainable growth GRI 1.1 of growth, strengthening and -2018 and we drew up an investment In addition to the UPME projects, our we have had. This organizational struc- important changes that frame plan of more than USD$7,500 million investment plan seeks to develop busi- ture inspires us to work every day to- Uboth the present and the fu- for the years 2013-2017. It is a plan ness in the four links in the energy wards our goals. Thus, in the second ture of the Empresa de Energía de Bo- that will boost economic and social de- chain (generation, transmission distri- half of the year, about 50 employees gotá (“EEB”) as parent of the Grupo velopment given the dynamic activity bution and commercialization) and the joined the company to support differ- Energía de Bogotá (“GEB”), a group that will be generated by the operations transportation and distribution of natu- ent areas. These employees strengthen 4 that is growing and consolidating. to be executed under the plan. ral gas in the American continent. our teams and our operational capacity. 5 “We are ready to face the challenges that 2014 brings for the also to our clients, suppliers and, in We understand that we must go be- general, to all communities and stake- yond just the generation of economic EB Group and its affiliate companies. We are convinced that holders with which we interact. value for our partners and sharehold- Our company all of us form part of a great team; we have all the attributes ers. In addition to thinking about mit-
2013 In this sense, 2013 marked a very im- igating our environmental impact and to undertake great projects and to achieve tremendous portant milestone in the strategic focus of improving support for the communities accomplishments, fulfillment and results that will uplift us. “ our GEB Foundation, which redefined its through the social management we un- action framework, its strategy and action dertake during our projects, we seek to — Sandra Fonseca lines, focusing on the fact that energy is connect deeply with the realities where essential for development and for life. we are present, and leverage them.
Report Sustainability Our subsidiaries also reported satis- ple, providing an efficient natural gas As part of the evolution of our Global One of our major challenges is to con- factory results for 2013 that we set service in the department of Lima and Responsibility, we have understood that tribute, within our means and by the EEB out in this report, from which we the Constitutional Province of Callao. companies must engage in substantial operation of our business, to the im- would like to highlight some represen- For its part, Contugas inaugurated the issues such as the promotion of spac- provement of living conditions of the tative milestones: Chincha Operational Center, which will es for peace. It is for this reason that, communities through energy, which is provide households in the area with in 2013, we signed up to and commit- an essential element of development. The Cundinamarca Energy Company (La cheaper and safer fuel. This operation- ted ourselves to the Business for Peace We want and have the conviction to Empresa de Energía de Cundinamar- al center is one of the most modern in Initiative (B4P) of the Global Compact, continue making a positive impact ca, “EEC”) celebrated its fifty-fifth (55) Peru. It was built with the highest glob- and in 2014 we expect to participate ac- through passionate action. year of uninterrupted distribution and al standards of technology and securi- tively and be leaders in the implemen- sale of electric energy in seventy-seven ty. Similarly we already operate EEBIS tation of the same in Colombia. We hope that you enjoy this report (77) municipalities in the departments of Peru and have great expectations for and learn a little more about us. Cundinamarca, Tolima and Meta, serving its projected growth. In addition, it was with great pride that more than 250,000 regulated clients and EEB was ratified in the Dow Jones Sus- eight (8) non-regulated clients through The Centro-American Energy Transpor- tainability Index in the Emerging Mar- 18,494 kilometers of network. This Group tation Company (La Transportadora de kets category, which demonstrates that EB company is working to meet its Ex- Energía de Centroamérica, “TRECSA”) we are progressing along an important pansion Plan, with the aim of boosting continues its process of consolidating and path in terms of sustainability. Such the creation of value in the same. strengthening, with a clear understanding recognition presents us with enormous that it is the most important transmission challenges on a daily basis. On the other hand, at the close of 2013, project in Guatemala, which will bring a the International Gas Transportation better quality of life to millions of people. EEB was recognized as the first compa- Gustavo Francisco Petro Urrego company (Transportadora de Gas In- In 2013, the deadline to start operations ny in Colombia with an energy efficiency ternacional, “TGI”) achieved EBITDA was extended in accordance with the de- certification of ISO50001, providing an President of the Board of Directors growth of more than 28% over the year velopment conditions that arose. example and reference for the country. Empresa de Energía de Bogotá S.A. ESP 2012. Also in 2013, it obtained a 9% in- crease in the volume of gas transported EEBIS Guatemala started to develop We are convinced and certain that, in in the previous three years. This year the South Pacific Ring project and it has order to generate confidence with our the operation was consolidated and several projects in evaluation, with sig- stakeholders, it is necessary to have centralized in Bogotá. With a success- nificant growth potential. a timely and daily relationship with ful relocation plan, eighty (80) people them that is based on dialogue. For (70% of the TGI workforce in Bucara- The non-controlled companies contin- this reason we have been working on manga) were relocated. ue to contribute positively to our eco- the consolidation of our internal and nomic performance. As such, we are a external strategic communications Sandra Stella Fonseca Arenas With regard to our subsidiaries in Peru, Group that is in constant growth, which plan, which will undoubtedly directly through Cálidda, we are bringing de- means that we have a great responsi- contribute to the strengthening of our President 6 velopment to nearly half a million peo- bility, not only to our shareholders but purpose and reputation. Empresa de Energía de Bogotá S.A. ESP 7 About Our Our company
2013 Report Report Sustainability EEB
This report covers the operation of the Bogotá Energy Company (Empresa de Energía de Bogotá, “EEB”), our trans- mission business, and the management of our equity portfolio with regard to the most important Global Responsibly issues, in accordance with the level of evolution of our practices and policies. In terms of geographic scope, this re- port covers our operations in Colombia, excluding general information regarding the companies that make up the stock portfolio outside the country. This is the fifth report published and the second that we have produced on the way towards an integrated report.
GRI 3.1 This version covers social, environmen- tal and economic management for the period between 1 January and 31 De- or us, the process of drafting cember 2013 (inclusive).
GRI 3.6 this report has allowed us to The following international guidelines gather knowledge about the served as the basis for the drafting of F positive results of our activities. this Sustainability Report: At the same time, we are reminded This report has been that these results were generated in • Global Reporting Initiative (GRI) GRI 3.7 produced under the a team. The production of this report • International Integrated Reporting also reminds us that we continue to Council (IIRC) guidelines of GRI move further forward as the market • The UN Global Compact 3.1, with a Level GRI 3.8 leader and as a reference for perfor- • Global Compact LEAD - Blueprint for 8 mance, growth and sustainability. Corporate Sustainability Leadership B Application. 9 Contents CHAPTER EEB Sustainability Report
Value creation with Global Responsibility Value creation for shareholders
Having a sustainable Caring for and respecting value chain the environment
Our operation with Global CHAPTER Responsibility CHAPTER
Our company Annexes
Improving the quality of Provide services with life in the communities World-class standards where we operate
Our To be an excellent GRI table place to work company
Financial CoP table Statements Governance, ethics, Our transparency strategy and Risk BluePrint table Management Our Company Sustainability Report 2013 Our
CHAPTER Governance, ethics, Our company transparency and strategy Risk Management Sustainability Report 2013 Our company CHAPTER Compression gas station Central Corridor of Guavio Central General company Our company
2013 information 7%
8% 4% SHAREHOLDER
1% COMPOSITION
4% Report Sustainability
Bogotá EEB District Capital
headquarters are in Bogotá and we are Pension and the second largest electric power trans- Severance mission company in Colombia, and the Pay Funds fifth largest group in the energy sector. As such, in EEB, we are in charge of man- Ecopetrol aging the Group’s investment portfolio. EEB is a joint stock company, incor- Corficolombiana porated as a jointly owned public utility
company, under household utility ser- Investment vices regulations, the rules set forth in Funds the Commercial Code (Código de Comer- cio), the private law as it relates to corpo- Insurers Bogotá D.C. rations, as per Law 142 of 1994. Others Shareholder Composition
76% • Bogotá District Capital: the city of Bogotá, with the Mayor at its head, represents the interests of he Bogotá Energy Group (Gru- citizens. The Capital District of Bo- GRI 2.1 po Energía de Bogotá, “GEB”) gotá is the majority shareholder of is a corporate group that is in- EEB (Empresa de Energía de Bogo- Tvolved in the business of gener- tá) with 76.28% of the shares of GRI 2.4 ation, transmission, distribution and sale the company. Ecopetrol’s resources is intended to llective investment institutions that of electricity and in the transport and • Pension and Severance Pay be invested in other entities. are aimed at raising funds for indivi- EC 4 distribution of gas. It has over one hun- Funds: these entities receive pen- • Corficolombiana: through its di- dual investors, natural or legal, to in- dred years’ of experience in the electrical sion and severance pay contribu- fferent business units, Corficolom- vest in different financial instruments. GRI 2.6 industry and twenty years’ experience in tions made by the occupationally biana (the Corporación Financiera Generally they are used for savings. the natural gas sector. It has a presence active members of the population. Colombiana S.A.) offers a portfolio of • Insurers: these are companies in Colombia, Peru and Guatemala. The funds generate returns through specialized products, including com- whose economic activity is orien- The parent company of the Group is their investments. mercial banking, investment ban- ted towards providing security by the Bogotá Energy Company (Empresa de • Ecopetrol: is a public-private com- king, treasury and investments. covering potential risks that their 16 Energía de Bogotá S. A. ESP, “EEB”). Our pany within the oil sector. Part of • Investment Funds: these are co- users may face. 17 SHAREHOLDER PORTFOLIO * Portfolio companies with control ** Portfolio companies (without control)
ELECTRICITY Our company 2013 Report Sustainability EEB
Generation Transmission Distribution / Commercialization
Percentage Percentage Percentage Percentage Company Company Company Company Participation Participation Participation Participation
2,5%** 100%* REP Perú 40%** 82%*
GRI 2.2 DECSA 51% GRI 2.7 100% CTM Perú 40%**
GRI 2.3 51,5%** 51,5%** GRI 2.8
GRI 2.5 98,4%* 1,8%** 16,2%** GRI 2.9
18 19 SHAREHOLDER PORTFOLIO * Portfolio companies with control ** Portfolio companies (without control)
Natural gas Our company 2013 Report Sustainability EEB
Extraction Transport Distribution
Percentage Percentage Percentage Percentage Company Company Company Company Participation Participation Participation Participation
25%** 75%* 68,1%*
100% 25%
15,6%** 60%*
20 21 40% GEB (Grupo Energía de Bogotá) is in the process of consolidation as a multi- Latino corporate group. It is in constant growth, under its model of Global Responsibility. In this regard, EEB’s External Relations Directorate launched a strategic communication plan. The plan has two main areas of action, one internal and one external. The fundamental objective of the plan is the strengthening of relations with stakeholders and the constant positioning of the GEB (Grupo Energía de Bogotá) as a business network that grows with responsibility.
View of the bridge from corner of 93rd street with the Northern Highway (Autopista Norte) in Bogotá. Transportadora de Energía de Centroamérica (TRECSA) the grupo de
energía de Activities: generation, transmission, distribution and com- bogota in the mercialization of energy, including gas and liquid combusti- bles in all forms. Consorcio Transmantaro S.A. (CTM) world
Assets: $ 566.423.527.742 Our company Operating Revenues: $ 0 Activities: electrical transmission to bring together the North Central Grid System (Interconnected System) with the Southern 2013 System in Peru. Construction, operation and maintenance of en- Distribuidora Eléctrica de Cundinamarca (DECSA), ergy transmission networks and the development of telecommu- Empresa de Energía de Cundinamarca (EEC) nication systems, activities and services.
Activities: generation, distribution and commercialization of electric energy in the department of Cundinamarca. DECSA is the investment vehicle through which 82.3% of the shares in EEC were acquired. ISA Assets: $602.064.834.123 Operating Revenues: $286.529.327.941 Activities: transport of electric energy, transport of telecom- munications, road concessions, operation and administration of Report Sustainability markets, and construction of infrastructure projects. Transportadora de Gas Internacional (TGI) EEB Activities: planning, organization, design, construction, expan- sion, enlargement, maintenance, operation and commercial ex- ploitation of the transport systems of proprietary natural gas and of hydrocarbon systems in all forms. Assets*: $5.751.547.387.527 Operating Revenues*: $874.645.213.901 EMGESA
* These figures include TGI and its subsidiary. Activities: generation and commercialization of electric energy. Planning, constructing, operating, maintaining, and commercial- ization of electricity generating plants.
CONTUGAS S.A.C.
Activities: generation, transmission, distribution and commer- cialization of energy, including gas and combustibles in all forms. Assets: $ 677.604.783.546 Operating Revenues: $ 5.751.547.387 Isagen
CÁLIDDA - Gas Natural del Perú Activities: energy generation, construction of projects and com- mercialization of energy solutions.
Activities: distribution of natural gas through a network of pipe- lines, commercialization and supply of hardware and equipment, provision of operation, construction and maintenance services and other activities related to hydrocarbons and their distribution. CODENSA Assets: $1.309.344.674.998 Operating Revenues: $685.947.429.009 Activities: distribution and commercialization of electric ener- gy; execution of all activities connected to, complementary of, associated with and related to the distribution and commercial- EEBIS (EEB Ingeniería y Servicios) Guatemala ization of energy.
Activities: provision of engineering services, electric studies, management and development of transmission projects. Assets: $56.953.924.826 Electrificadora del Meta S.A. ESP (EMSA) Operating Revenues: $0
Activities: provision of residential public electric energy services and the Activities that are complementary to the generation, transmission, distribution and commercialization of the same, EEBIS (EEB Ingeniería y Servicios) Perú as well as the provision of related services or related public ser- vice activities.
Activities: realizing market opportunities in Peru, particularly in the energy sector (gas and electricity). Assets: $2.769.433 Operating Revenues: $0 Gas Natural S.A. ESP
Activities: distribution and commercialization of natural gas; exploration, production, generation, transport and/or transmis- sion, distribution and commercialization of any type of energy. Red de Energía del Perú (REP)
Activities: operation of the Peru electric energy transport net- work with levels of tension at 220, 138 and 60 kV. Promigas S.A. ESP
Activities: purchase, sale, transport, distribution, exploitation and exploration of natural gas, petroleum and hydrocarbons in general.
24 25 length of lines
and number of
substations in ATLANTIC OCEAN
colombia Our company Northern Zone Length of 230 kV Lines 1448.47 Km Substations 16 E.E.B.’s Northern Zone 1 2013 Substation Eastern Zone 1 230 kV Central Zone 9 Southern Zone 5 Other opera- TERMOCANDELARIA Capacitative Compensation 285 MVAr tors’ Substa- Inductive Compensation 150 MVAr tion 230 kV
Other opera- tors’ Substa- tion 115 kV
E.E.B.’s Trans- PANAMA
Report Sustainability mission As- sets of 115 kV Eastern Zone VENEZUELA E.E.B. Ecua- EEB dor Project’s Substation 230 kV
Existing 230 kV network owned by E.E.B.
Existing 230 kV network Torca Chivor owned by Noroeste other oper- Center area Balsillas ators La Mesa Circo Guavio Colombia-Ec- Bogotá D.C. uador Inter- Guaca Tunal connection San Paraíso Project Mateo
LETANIA San Bernandino La Reforma ALTAMIRA JAMONDINO Bogotá D.C.
MOCOA South area
BRAZIL ECUADOR
PERU
EEB’s Transmission Business GRI 2.7
In EEB we operate in the business of Transmission Network electricity transmission in Colombia with
GRI 2.8 1,448 km of circuits to 230 kV and as- sets in 16 substations, located in the departments of Cundinamarca, Bolívar, Meta, North Santander, Cauca, Putu- 26 mayo and Nariño. 27 2002 2006 2009 - 2011 INTERNATIONALIZATION DIVERSIFICATION EXPANSION 1996 EEB acquires 40% of the shares EEB acquires Transcogas (2005) and Contugas in Peru is created (2008) TRANSFORMATION in REP (2202) in Peru Ecogas (2007). As of today, the two Capitalization by Endesa: EEB, through DECSA, acquires EEC companies have merged. Our company separation of the generation (2009) (Emgesa) and distribution In order to acquire Ecogas, EEB and 2013 (Codensa) businesses. TGI issued Bonds in the International TRECSA in Guatemala is created 1956 markets for USD 1.360 million (2007) (2009) NEW CONTROLLING OWNER Public-Private Model Bogotá District acquires 100% CTM (2006) Capitalization of CVCI in TGI of USD of the company 400 million (2010)
A participation in Promigas in Colombia and Calidda in Peru is acquired (2011) 1886 FOUNDATION Report Sustainability Vertically Integrated Private Company serving Bogotá EEB
2011 -2013 CONSOLIDATION AS A GROUP WITH AN AMERICAN OUTLOOK
EEB through time
Our history is closely linked to the histo- ry of the capital of our country, so much so that Bogotá’s progress can be said to have occurred in parallel to EEB’s de- velopment. In 2013, we celebrated 117 years of EEB’s existence, looking to con- quer new markets and strengthening EEB’s growth and leadership.
28 29 GRI 4.12 Participation in Sustainable Initiatives: Our company 2013
• We are signatories to the UN • We are part of the Global Global Compact since 2009. Compact LEAD since 2011. We integrate the 10 principles in our man- We are the only Colombian member. agement and activities. Member companies have the challenge of implementing the guidelines in advanced sustainability from the Blueprint for Report Sustainability Corporate Sustainability. Being a part of LEAD represents a Centro Regional de apoyo para América Latina y el Caribe challenge for companies because it requires members to in- EEB • We are a member of the Regional Center novate, experiment, learn and share knowledge that enables for Latin America and the Caribbean in them to move forward in the management of sustainability. support of the UN Global Compact. We support, along with 16 other Latin Amer- ican companies, the management of the Re- gional Center in order to strengthen the Global
Compact in the region with a view to making it • Since 2009, we have a more socially responsible region. been president of the Steering Committee of the Local Network Corporation of the Global Compact in Colombia. As members of the local Steering Committee of the Global Compact, we support Colombian companies’ in signing up
• Since 2013, we have to the Global Compact’s Principles. We also support the flow been involved in the of information in order to consolidate a culture of Corporate Business for Peace (B4P) platform Social Responsibility in Colombia. We are signatories to Companies for Peace (Em- presas por la Paz), an initiative that aims to broaden and deepen the action of the private Circo Central Corridor (La Calera) sector to support peace in the workplace, the • Dow Jones marketplace and in local communities. Sustainability Index, Emerging Markets Category (DJSI): We participated in this measurement to assess our sus- tainable activities across the board. We have reported and Guilds and Associations: GRI 4.13 • Every year since adopted best practices in the framework of the Model of 2007 we have participated in the measure- Global Responsibility within corporate governance, human • National Association of Public Utilities mission (Comisión de Integra- ment of Policies and Mechanisms of corpo- rights, HR management, sustainable supply chain, ethical (Asociación Nacional de Empresas de ción Energética Regional (“CIER”)),
rate transparency – Utilities. and anti-corruption practices; and at the same time we have Servicios Públicos y Comunicaciones of which we are president. SO 5 The Measurement assesses openness, dialogue, engaged with stakeholders on, amongst other things, a com- (“ANDESCO”)). • Colombian CIER Com- clear rules and control in the company based prehensive management of risk, biodiversity and eco-effi- • Colombian Association of Elec- mittee (“COCIER”). on international principles and standards. This ciency programs. In 2012 and 2013 we were included in the tric Energy Distributors (Asociación • Executive Committee of Intelligent allows us to identify opportunities for improve- index in the Emerging Markets category. Colombiana de Distribuidores de Colombia (Colombia Inteligente). ments, and identifies strengths and risks of in- Energía eléctrica (“ASOCODIS”)). • Connect Bogotá Region. stitutional corruption. • World Energy Council (“WEC”). • Local Network of the Glo- 30 • Regional Energy Integration Com- bal Compact in Colombia. 31 Compression gas station our corporate credit rating of local nal organizations) was successfully and foreign currency, maintaining completed with the signature of the Our company grade ‘BBB-’ with a stable outlook. external auditors, Bureau Veritas
2013 The rating also applies to the EEB Certification. 2021 notes of USD 610 million issued • September 2013. We were ratified in 2011. Locally, Fitch Ratings also for the second consecutive year as confirmed our rating of ‘AAA’ (col), one of the companies that makes up the highest rating in terms of credit part of the Dow Jones Sustainabi- quality. Likewise, Moody’s and Stan- lity Index (DJSI) in the Emerging dard & Poor rated our rate of corpo- Market category. This is an impor- Report Sustainability rate credit outlook with “Baa3 and tant world benchmark to measure stable” and “BBB with stable outlook” the contribution of various compa- EEB respectively. nies to sustainable development and • November 2013. The Colombian economic, social and environmental Transparency Corporation (Corpo- performance. ración Transparencia por Colombia) • September 2013. We received awarded us a total rating of nine- prizes during the fourth round of ty-four percent in the Measure- Good Transparency Practices in ment of Corporate Transparency Business, organized by Transpa- Policies and Mechanisms for Pu- rency for Colombia (Transparencia blic Utilities companies, 2013. por Colombia) in the city of Mede- This number represented an im- llín. We obtained the Best Practice provement of eight points from the award thanks to our presentation previous year (eighty-six percent in of the Integrated Planning Business 2012). Similarly, our ratings in res- Model, which benefits the business pect to supplier openness, social management of the company. In openness, corporate ethics, corpora- addition to this recognition, the te governance and management of program “Súper Bien”, developed information were significantly impro- by Human Resources, was recogni- ved. Further, we were amongst the zed with a special mention. five companies with lowest risk of • September 2013. In our capaci- corruption (with 94% out of 100%), ty as President of the Local Network which demonstrates the company’s of the Global Compact, we recei- commitment to its objective to im- ved a special recognition during plement transparency policies and the 4th Global Compact Leaders mechanisms in management in order Summit. This recognition was awar- to counter bribery risks and other ded due to role played by the na- forms of corruption. tional network on issues related to • October 2013. We became the first communication, information and Achievements, Awards District for our commitment to and company in Colombia to receive cer- commitment to disclosure, and com- SO 5 and Distinctions implementation of the Institutional tification in the field of efficiency, pliance with the ten principles of the Plan for Environmental Management use and responsible consumption Global Compact. • December 2013. The District Secre- (Plan Institucional de Gestión Am- of energy. The certification process • June 2013. In the 2013 Andesco tariat of the Environment awarded us biental, “PIGA”) in each of the areas ISO 50001 (a new global standard Congress EEB and TGI were given third place in the Institutional Re- within which the company performs. to increase efficiency in the supply, management awards for Corpo- cognition of Public Environmen- • November 2013. Fitch Ratings rati- use and energy consumption in in- rate Governance and best Social 32 tal Management within the Capital fied, for the second consecutive year, dustrial, commercial and institutio- Performance, respectively. 33 Sustainability Report 2013 Our strategy CHAPTER Calera corredor central Circo corredor central Calera Our strategy 37
EBITDA OUR PROJECTIONS EBITDA we project a consolidated project we project a consolidated we as compared to that of 2013 to compared as that of 2013 to compared as In 5 years In In 10 years In 10 growth of 230% of growth growth of 170% of growth - - - - We carry out our our out carry We We interact acknowledg interact We - environ and economic, social ating mental value. level top the in Group the Position value. shareholder in terms of in group business leading the Be sector. energy transport the distributor competitive most the Be in Peru. gas of natural electric top five the among Be America. in companies transmission well-articulat and strategic a Have ac chain energy in participation ed services. associated and tivities Transparency: and clear objective, an inbusiness manner. verifiable Respect: individual interests, collective ing - sustain resource natural diversity, mechanisms. institutional and ability fairness justice, with act We Equality: - pos cause to seeking impartiality, and social impact. and inclusive itive withdeterminaact - We Integrity: consistency honesty, fairness,tion, and sincerity. Be recognized as a Group leader in in leader Group a as recognized Be model in cre a as and sustainability • • • • • Values • • • • Vision • - - EEB’s Staff EEB’s Staff EEB’s Strategic planning Mission majority a with corporation, a are We eco- generates that shareholding, public value environmental and social nomic, and D.C. Bogota shareholders,its for out an through stakeholders, other national the in participation standing with sector, energy international and prac world-class global responsibility, and innovative motivated, a and tices efficient team. 4.8
GRI
EEB 2013
Report Sustainability 36 Our strategy 39 Rating We achieved a achieved We of 4 out rating of 5 (source: SIG). We achieved a achieved We of 4 out rating of 5 (source: SIG). a achieved We of 4 out rating of 5 (source: SIG). a achieved We of 4 out rating of 5 (source: SIG). - - - - Compliance ings and “Entérate” to facilitate timely facilitate timely to “Entérate” ings and the implemen- communications; in program, the “SúperBien” of tation work- generate which is designed to and in the de- for staff; life balance plan. strategic GEB’s of velopment ry results in terms of its recognition while the per as world-class group, increased due to centage of revenue in made and due to the investments in advancements In 2013, we made the leadership model; in Group’s the the and assimilation of improvement mobilization in the values; corporate - the upgrad in Bogotá; to staff of TGI headquarters; our corporate of ing certain communica- launch of in the the corporate such as tions programs, meet for business units, leaders blog We complied with the timely delivery the timely delivery with complied We to shareholders when dividends of - indi EVA and EBITDA the Group’s 2013. for goals the exceeded cators - the excel to possible due This was op- the of lent financial management the in and firms businesses erating portfolio. equity satisfacto In 2013, GEB achieved from projects that come received came into operation. in corporate growth projects 2013, In closed; companies were and portfolio for Peru in created was subsidiary a was progress services; of the provision business a of in the construction made sys- innovation system, a continuity manage- an organizational and tem channels communication ment system; asocialized; were with stakeholders de- was strategy Group communication and the concept of fined and executed; themanagement of the in value shared - into the develop integrated Group was projects.ment of - - - Performance In 2013, we achieved im- achieved we 2013, In results in areasportant ofas the development such forhuman talent, support - environ the organizational implementa- the ment and technological tools. of tion In 2013 we achieved sat In 2013 we achieved financial results isfactory an profitability, to related in income, and increase both optimization of the and costs and expenses, flow. cash sat In 2013 we achieved isfactory results due to: - in the vol increase TBI’s gas, ume of transported the important awards to the company, granted and the reputational re in relation sults achieved to different stakeholders. were The 2013 results in terms of satisfactory growth, strategic GEB’s busi- and competitiveness ness objectives. ------Description The learning and growth category is aimed at strengthening the competen in light of the chal cies of employees It is also aimed at lenges facing GEB. ensuring GEB has the means and in ternal communication tools to improve and knowl the working environment and that the em edge generation, feel that they work in the best ployees group. corporate The financial category measures the category measures The financial permanent and growingof generation shareholders and dividends for value growthand profitable sustainable and a op- the business. It also ensures the of ex operating and costs of timal levels expectedpenses that contribute to the organization. the of profitability compli The client category measures proposition and ance with our value our recognition as a world-class corpo group with Global Responsibility, rate as well as the growth of the operations in target countries to meet their ener gy demand needs. The internal processes category is designed to ensure that GEB is rec as a world-class innovative ognized one that has Global Respon group, to ensure It is also designed sibility. processes and business are GEB’s so that they aligned with its strategy, contribute to the growth and com of the current and future petitiveness businesses of the Group. Growth. Economic Category Learning and Financial and Client and Market Internal Processes - - In EEB we permanently monitor ourmonitorpermanentlywe EEB In organization and seeks to ensure all all ensure to seeks and organization Re Global our with comply projects commitments. sponsibility - the Stra compliancewith management’s strategic whose Plan, Corporate tegic met of integration the allow objectives and projects. Compliancerics, initiatives categories. four light of the in rated is e developed a Strategic Strategic a developed e Es(PlanPlan- Corporate Corporativo, tratégico the “PEC”) in order to set EEB’s StrategicEEB’s for Plan Corporate ofthe generation value out how we intend to fulfill our Vision. Vision. our fulfill to intend we how out Plan has ob- Corporate The Strategic spe- as are that actions and jectives Vision. our of components the as cific the of areas all involves initiative This W
EEB’s Staff EEB’s
EEB 2013
Report Sustainability 38 Please refer to Chapter 4 (Value Creation with Global Responsibility) for information on our commitments in terms of Global Responsibility.
Christmas Lights in Bogotá sponsored by EEB and TGI Our strategy 43 ELECTRICITY Commercialization is the purchase and sale of electric electric of sale and purchase is the Commercialization op- its sale to other and wholesale market power in the or to end-users. within the market erations Commercialization Distributors charge for the service, including entire the service, the for charge Distributors related amounts relevant the pay then and chain, value process. the to parties respective the to activity each to - a process of trans The distribution process also involves and homes for 110V of voltage to a energy of formation (This is areas. industrial for 220V and areas commercial electricthe Codensa, company power the businessof the (Colombia)). DECSA-EEC of Meta and company Distribution - The transmission of electrical energy is carried out out is carried energy electrical of transmission The carries which wires, high-tension of network a through large blocks of electrical energy that are interconnected of centers the both in located substations of means by performed is reduction where sites the and generation to allow the distribution of energy to end-users. (This is (Gua TRECSA (Colombia), ISA and EEB of business the Peru. CTM and temala), REP Peru Transmission
- hydro via obtained traditionally is electricity Large-scale pro- energy the which covert plants, thermal or electric usually obtained energy The energy. electrical into duced voltage the Subsequently, 20kV. to 3kV of voltage a has (in 500kV and up to 220kV is raised this energy of level Emgesa of business (This is the Colombia). of case the (Colombia). and ISAGEN Generation Our value chain andchain value Our context its
EEB 2013
Report Sustainability 42 Our strategy 45 NATURAL GAS NATURAL - - The last step is to distribute the gas in quantities suit quantities in gas the distribute to is step last The residentialablecommercialfor The and consumption. commer and distribution the for responsible companies the pay then and users from payments collect cialization prod- the for companies transportation and production (Peru) Contugas and Calidda of business is the (This uct. (Colombia)). Promigas and Fenosa Gas Natural also and Distribution/Commercialization - - Another way to transport the gas is to convert it intoit convert to is gas the transport to way Another Once extraction and processing is complete, the gas gas the complete, is processing and extraction Once The pipelines. through dealers to transported be must ad- take istransported whichgas pipes through the busi- the is (This pressures. in differences of vantage and Calidda (Colombia), ness of our subsidiaries TGI Contugas (Peru). contain on it transport and Gas) Natural (Liquefied liquid Feno Natural Gas TGI, of business the (This is ships. er sa and Promigas (Colombia)). Transport - Once the hydrocarbon deposits are found, the next deposits are found, the next Once the hydrocarbon
Exploration Exploration involves the identification of the location of made is exploration This hydrocarbons. containing areas methods. exploration means of geophysical possible by of the removal stage is production, which consists of using surface the subsoilto the from gas natural the remov After methods. and equipment of pieces various ing the gas, it must be processed to meet the require- end use. ments for Extraction/Production
EEB 2013
Report Sustainability 44 Our strategy 47 Panoramic view of Pasto Panoramic whose evaluation and implementation and implementation whose evaluation regulatory the on impact an have will EEB regard, this In 2014. in agenda has insisted on the need to revitalize and gas as the demand for electricity for the more a necessary mechanism efficient use of the installed capacity, uniform more achieve way this in and for all users. fees and affordable - - of electricity tariffs in Colombia. The The in Colombia. tariffs electricity of were included this exercise results of the of entitled“Analysis study in the produc the and regulation of impact the of structures industrial tion and electric power sector on the final lev and prices of electric el of the rates re- findings The Colombia”. in service sultedrecommendations inof a set - Over 2013, the electric sector, its its 2013, the electric sector, Over - trans ternal to the gas extraction, companies. distribution and portation - its Colombi nor EEB neither such, As the over control have companies an our services. of prices or rates industry national the and institutions under and of discussion the promoted took a review of the competitiveness - -
ation, transmission, distribution and distribution and ation,transmission, commercialization companiesex and In Colombia, the electricity and gas and gas In Colombia, the electricity the by regulated is sector energy - through the Regulato Government Gas and Energy of Commission ry y Energía de Reguladora (Comisión en- by managed and Gas,“CREG”) electricgener the tities to external
EEB 2013
Report Sustainability 46 Governance, ethics, transparency Sustainability Report 2013 and Risk Management CHAPTER Corporate eeb organigram General Assembly of Shareholders GRI 4.1
2013 Governance Tax Audit Governance & ethics Board of Directors
President Report Sustainability EEB
General Secretary
EB Group Foundation
Internal Audit External Relations n EEB, we develop our approach to and equitably and to provide them with Directorate Directorate Corporate Governance with the ob- timely and effective access to relevant jective that the acts of our Share- Company information, allowing for the holders, Members of our Board of exercise of their rights. I Subsidiaries Directorate Directors, President, Secretary General, In addition to the Corporate Gover- General Directorate Managers, Directors and all our employ- nance Code, we have a Group Corporate ees, investors and suppliers are under- Governance Policy. These Group corpo- taken within a framework of principles, rate governance guidelines strengthen ethical values and transparency, and are the rules related to this area. Working framed by specific, measurable, verifi- with our best practices, these guide- able, and equitable individual and col- lines contribute to the achievement of lective commitments. In this way, the our objectives with participation, sta- company manages its business in a way bility, security, transparency and con- that contributes to the achievement of fidence. All this is reflected in a better
its objectives with its stakeholders in view of the company within its stake- VP of Equity VP Public VP of VP of Portfolio and VP of Special VP of a responsible manner. In particular, we holders and increases the willingness of Services and Administration Finance Corporate Projects Transmission Regulation seek to treat our shareholders, particu- investors to invest in the company, ei- Planning 50 larly our minority shareholders, equally ther through bonds or shares. 51 Governance & ethics 53
13 board LA
directors GRI 4.2 GRI 4.3 our of * * 13 Board Director No. 9 Board Member) (Independent Rodríguez Claudia Lucía Castellanos Ecopetrol Vice-president of supply and Ecopetrol marketing, Governance and Corporate Audit Committees 14 Board Director No. 1 (President) 1 Director No. Board Petro Urrego Gustavo Francisco Office Mayor’s C. Bogotá D. C. D. of Bogotá Mayor None 12 Director No. 3 Board Uribe Trujillo Mauricio Office C. Mayor’s Bogotá D. Information Advisor for Senior District (ICT) and Communication Technologies None 14 Director No. 5 Board Saúl Kattan Cohen Company Telecommunications of Bogotá (Empresa de Telecomunicaciones de Bogotá) President of the Telecommunications of Bogotá (Empresa de Company de Bogotá) Telecomunicaciones None 12 Director No. 7 Board Member) (Independent Cabrera Galvis Gabriel Mauricio y Asociados Bedoya Cabrera Director Committee Audit Total Board meetings held in 2013: 14 Board Member Board Name where they work Company Position they belong to Board committees meetings attended Number of board Board Director No. 8 Board Member) (Independent Cárdenas Müller Mauricio A. Adminegocios S. Advisor to the President of the Luis Carlos Sarmiento Angulo organization Committee Audit 12 Board Director No. 2 Board Arbeláez Bolaños Fernando Independent businessman Committee Governance Corporate 14 Director No. 4 Board Merlano Alcocer José Alberto Supply Company and Water Sewerage of Bogota (Empresa de Acueducto y Alcantarillado de Bogotá) and Water Manager of Sewerage (Empresa of Bogota Supply Company de Acueducto y Alcantarillado de Bogotá) Committee Governance Corporate 11 Director No. 6 Board Reinel Pulecio Yate Jorge Colombian National University Nacional de Colombia) (Universidad Associate Professor None 13 All members of the Board of Directors are non-executives. * * - - - Board of Directors of EEB The Board members are chosen chosen are members Board The The Board of Directors is composed The Board of Directors is composed One of the management monitoring One of the management monitoring Members Board the for mechanisms - self-evalu annualperformance isan for exercise self-evaluation ation. The 30 Thursday, on conducted was 2013 January 2014. regard discriminationor any without ori family or national race, sex, to gin, language, religion, or political or or political or religion, language, gin, is Board The opinion. philosophical years (2) two a period of elected for of Assembly General the of vote by quo- electoral the using Shareholders may Members Board The system. tient from their be reelected or removed time. any posts at in a manner that reflects the propor tionateshareholding.iscomposed It respec their with members (9) nine of 25% which of alternates, main tive Gen- The law. by independent be must is also of Shareholders Assembly eral which with mechanisms the of one shareholders and other stakeholders recommendations communicate can - - Board of Directors The Board of Directors’ role is to gener mission, the incorporating by value ate and company the of strategy and vision en to compliance monitor and plan to It is a sustainability. growth and sure of interdisciplinarybody collegiate and knowledge with equipped value, great social and in economic, experience and issues environmental You can see the profiles You of the members of the Board of Directors going to of EEB by the following link www.eeb.com.co/ empresa/gobierno- corporativo/ junta-directiva
GRI 4.4 GRI 4.7 GRI 4.9 GRI 4.10
EEB 2013
Report Sustainability 52 Governance & ethics 55 GRI 4.5 - Panoramic view of 26th street and Avenue 7a Avenue view of 26th street and Panoramic In this particular case, in 1998, the 1998, in case, particular this In Board of Directors Remuneration function, its proper to ensure In order of consist must Directors of Board the who areas professionals from various are suitable and well prepared. This en- as- results, demand can they that sures the for value and generate sess them, Assem the of duty It is the Company. bly of Shareholders to set the correct and Members Board for remuneration that manner a in them compensate to is consistent with their profile and with the performance of the Company. Shareholders of Assembly General fixedfees for each of theMembers of minimum four as Directors of Board the each at attendance for wages, monthly meetings Board two to up and meeting, in the same month. - - The Members are very careful and and careful The Members are very an- an complete Members The Board conflict of interest arises or when it is is it when or arises interest of conflict exists. one whether unclear informing the are responsible for of conflict any of Directors of Board partic from refrain must and interest conflict such that issues the in ipating doubt a is there Where generates. con- a compositionof the regarding not doubt does that interest, of flict the of Member relevant the relieve obliga the from Directors of Board in participating from refrain to tion activities. related the by designed is which survey, nual company to identify potential conflicts questionnaire a as well as interest, of 964 of 2005. under Law - - - The Code of Good Corporate Gover Corporate of Good The Code Conflicts of Interest - Di of Board EEB the of members The strict to ensure duty a have rectors compliancestatuto- withalllegaland fairly partners all treat to provisions, ry - indi or directly participate to not and inter party third or personal in rectly ests that conflict with the interests of the company. nance deals with conflicts of interest. administrators managers, obliges It dili- due with act to employees and sit any disclose to loyalty, and gence uations where there are conflicts of confi- of duty the observe to interest, the and to reasonably use dentiality, the for organization the of resources intended purposes and services. It a when procedure a establishes also ------The Corporate Governance Commit Governance The Corporate or directions to the Board of Direc of Board the to directions or Gen- (Value 4.1 chapter to Refer tors. for Responsibility) with Global eration mechanics other on information more the com- between of the relationship the Directorsand of Board the pany, stakeholders. company’s Committees of composed is Committee Audit The allindependentthe the members of is to objective Its Directors. of Board advise the Board of Directors in fulfill through responsibilities oversight its ing the information, financial of revision the risk man- assessment of the Company’s internalagement and controlprocesses, ex and internal of the evaluation and ternal audit reports. tee is composed of three members of of members three of composed is tee least at with Directors, of Board the is Its role member. independent one and Directors of Board the advise to to inform them of the verification of and of implementation Company’s the Good Cor of Code with the compliance it mon addition, In Governance. porate commitments the of fulfillment the itors Corpo- Good of Code the incontained Governance. rate Board of Directors of EEB S.A ESP Board of Directors of EEB S.A
GRI 4.6
EEB 2013
Report Sustainability 54 Governance & ethics 57 Iván Pinzón and Gabriel Ignacio Rojas. Gabriel Ignacio Pinzón and Iván - deci and guidelines policies, of tion planning sions related to the strategic and (b) the administrative and finan- Group. the cial management of Committee of the President of EEB S.A. ESP Committee of the President of EEB S.A. From left to right. María del Pilar del Pilar María President. From left to right. the of Committee Carmona, Juan Martín Zuluaga, María Cristina Toro, Álvaro Torres, Felipe Felipe Torres, Álvaro Toro, Cristina María Zuluaga, Martín Juan Carmona, Castilla, Sandra Stella Fonseca, Ernesto Moreno, Sandra Milena Aguillón, Milena Aguillón, Sandra Ernesto Moreno, Fonseca, Stella Sandra Castilla, Committee of the President - Pres the of Committee the of goal The is to advise the President ident of GEB on (a) the adoption and implementa-
For the professional profiles of the members of the EEB For Board of Directors please see the following link: www.eeb.com.co/empresa/gobierno-corporativo/directivos
EEB 2013
Report Sustainability 56 Governance & ethics 59 code ethics
GRI 4.8
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R interact We T sustainability and sustainability interests, individual verifiable manner verifiable acknowledging collective acknowledging collective institutional mechanisms diversity, natural resource natural diversity, in an objective, clear and in an objective, We carry out our business carry out our business We Manage and mitigate the risk of fraud fraud of risk the mitigate and Manage and through effective or corruption and same the of timely assessment through the implementation of an- controls. ti-fraud under for framework a Establish standing the factors relating to, to, relating factors the standing cor or fraud of risks and schemes treatment the as well as ruption, same. of the Establishresponsibilities rolesand and An- to implement the Anti-fraud ti-Corruption Policy. • • • - - Consequently, GEB has an anti-fraud GEB has an anti-fraud Consequently, at aimedcompanies,Group inthe fraud of incidents of prevention the corruption. or detecting, for Establish mechanisms - remedi effectively and investigating corruption or fraud of incidents ating in a timely manner. Promote an ethical culture with culture ethical an Promote are framed within the corporate values values corporate within the framed are ethical culture. that guide the Group’s whose objec and anti-corruption policy, • tives are to: tives • - uent companies, is committed uent companies, is committed tolerance zero policyof a to or corruption in any of fraud he Group, through its constit through he Group, The performance of managers and and managers of performance The
of its forms. The Group promotes a of its forms. The Group promotes a culture that fightsagainst fraud and - main to committed is corruption and - profes of levels highest the taining the in standards ethical and sional its business. conduct of in their relationships with employees stakeholders, and in the fulfillment of them, to assigned responsibilities the Management to relating activities transparencyethics, competitionand T You can learn more You about our anti- and anti- fraud corruption policies at the following link: www.eeb.com.co/ responsabilidad- global/politicas- corporativas
EEB 2013
Report Sustainability 58 Governance & ethics 61 SO 4 ------dinated actions against against actionsdinated corruption, and fraud prin- the to defend and behav ethical of ciples an that event the In ior. that report or allegation any involves is received Ethics the of member Committee, the matter is sent to the company’s theIn Committee. Audit With this methodology we seek to With thismethodology we seek to iden the circumspection, due With re the making person the of tity information the with along port, re- the in provided evidence and confidential. kept port, is There are no reprisals against tho- fraud of incidents se who report - ethi on consult or corruption, or cal dilemmas. in accordance with the information sup information the with accordance in - severi the of determination the plied, and normal) (high and matter the of ty of opening the regarding decision the an investigation. other things, that: ensure, amongst • • Com Ethics an company, Group each In objec established,whose was mittee continuation contribute to the is to tive well as Code, the of strengthening and coor of development the foster to as or reports to it comes when way, same complaints regarding issues of work the to sent are they harassment, place committee, labor harmony company’s review various the out carries which in accordance analysis and processes with their functions. - To access our Ethics our access To and our EthicsChannel please Manual, Channel following link:see the http://www.eeb.com.co/ empresa/transparencia Colombia: 01800-518-2937 Colombia: Peru: 0800-55-392 - canaletico@lineadede Email: nuncias.com TheEthics Channel Incident Management and Reporting Incident Management the activities, ethical its of part As the Ethics Chan- Group implemented nel as the only valid and official way related reports to incidents to receive or corruption, misconduct or of fraud dilem ethical and activities, illegal toll-includesChannela The mas. Colombia. and Peru for hotline free linetelephoneGuatea for - 2014 In also is There added. be also will mala and website company’s each on link a an email address. incidentproperlythe re- manage To con- ports, the Group companies have independent an of services the tracted This body is an body. provides that expert facilitateto mechanisms reports makingof the Channel, the through the integ- safeguards information the of rity con- the maintains and same. the of fidentiality pro- the out sets Manual reports. with incident dealing for cess of receipt the such as things It covers Group the report through the various - prelimi of obtaining the mechanisms, allegation, the about information nary the allegation, the of categorization the the allegation of documentation proper - - - In the first quarter of 2013, the pro- the 2013, of quarter first the In the adoption of the Code of Ethics and of Ethics and the Code the adoption of - Pol Anti-corruption and Anti-fraud the communica - accompaniedby icywas to various tion campaigns and training aspects different the on stakeholders with a documents, in these contained importance, their to reinforcing view and acknowledgement, and application incorpora stakeholders’ the reinforcing compliance and to commitment of, tion with the same. EthicsCode of was the updating of cess exercise collective a It was completed. practic best the account into took that In its businesses. and Group the of es ar different from addition,employees to contributed subsidiaries the of eas this exercise. - - - Conflicts of interest. Management. Information - preven including Prevention, Fraud ter and laundering money of tion rorist-financing. and responsibilities. Roles reporting. and channels Consultation Adherence Model and confirmation of independence. Building a new Code of Ethics of Code Building a new Policy, Framework of the Global Responsibility Within the guidelines was Code The practice. best on based Ethics of Code its created GEB areas different from participationemployees withthe of developed Therobust. more Code the make helped which companies, GEB within Bogotá de Energía de (Empresa EEB of President the of Committee asCode the approved Group, the of company parent the E.S.P.), S.A. purpose.single institutional a
The Code documents important ele important documents Code The ments regarding: • • • • • • Anti-fraud the and Ethics of Code The were ad- and Anti-corruption Policy compa Group the of each by opted nies during 2013 and were reported reported were and 2013 during nies Board of Directors. As part to EEB’s organizational culture, of the Group’s
EEB 2013
Report Sustainability 60 Governance & ethics 63 and ethical dilemmas. ethical and Bogotá Christmas Lights, 2013 reports related to incidents of fraud or or fraud of related to incidents reports has implemented the Ethics Channel as as Channel the Ethics has implemented
the only valid and official way to receive to receive way official and only valid the corruption, misconduct, illegal activities, activities, illegal corruption, misconduct,
As part of its ethical activities, the Group Group activities, the As part of its ethical
EEB 2013
Report Sustainability 62 Governance & ethics 65 ti-fraud and Anti-corruption Policy, the Policy, Anti-corruption and ti-fraud Ethics. of Code the and Channel Ethics the importan- reinforces This training their encouraging tools, these of ce acknowledgement and in- application, our underlines This also corporation. the Group’s of part as commitment, organizationalcomplianceto culture, policies and codes. with these - An and publish the Anti-fraud We the EthicsChan- Policy, ti-corruption Ethics of Code the and Manual nel - va Group’s the of websites the on rious companies. • - - - - In addition, in relation to the dissemi the addition,relationinto In pro induction employee the Within cess, we provide training on the An- the on training weprovide cess, • Ethical behavior: Communication behavior: Communication Ethical and Training. stakeholder the of part as 2013, During strategies, training and communication the implemented and defined Group the of ETICAEBCampaign.objective The corporate our embed to is campaign the internal our of foundation the ethics as and wish encourage culture, which we As part of strengthen within Group. the this campaign there is an umbrella con- internal both all actions, covering cept logo campaign’s The externally. ly and is as follows: campaign, ETICAEB the developing In we first mapped out corporate values ethics and underpinning the Group’s the socialized we Thereafter, life. of way and procedures, and policy documents Subsequently, to ethics. approach the we carried out specific, sustainedac tions that reinforced the issue. nation process, it is important to highlight highlight to important is it process, nation following: the
4 13 1
9 8 37 TOTAL TOTAL 2 Number of incidents Number of incidents
Number of complaints 0 3
2
0
1 10 Luego de adelantar la respectiva investigación, ninguno de los incidentes recibidos fue investigación, Luego de adelantar la respectiva ni contratos por lo tanto no tuvimos empleados sancionados o despedidos confirmado, terminados o no renovados.
by
TGI ethical ethical EEC company SO 4 Labor reported
incidents incidents Trecsa Issues Others Missed Cálidda reported of Assets Contugas Payments Payments Questions Dilemmas Corruption and Ethical and Bribery group
Misappropriation
EEB 2013
Report Sustainability 64 Governance & ethics 67
of
on
the
and
2011 2012 2013 SO 3 corruption training
- regarding communication and ant policies procedures 85% 100% 0% 85% PERCENTAGE PERCENTAGE 77% 100% - -
-
9 127 161
0 NUMBER NUMBER
9 Number and percentage of employee members of the top Number and percentage of employee been supplied with the an body that have governance ti-corruption policies and procedures.* *This is a consolidated figure. Number and percentage of members of the top gover members of the and percentage of Number anti-corrup supplied with the been that have nance body and procedures. tion policies
241 - -
GET IT IN YOUR HEAD GET IT IN do not business situations that you Do not get into understand. STAY LEGAL must comply you with the law, In order to comply (tax, customs, commercial, etc.) with all laws TABLE PUT IT ALL ON THE correctly with deeds, Document transactions receipts or records. invoices, contracts, WITHOUT MASKS Intermediaries arewho is behind the business. Know that: intermediaries.just INTO DON’T GET YOURSELF PROBLEMS to pass on itis better it odd, smells business When a go.it and let RAISE YOUR HAND go are being used to launder Money, think you you If the authorities.to We provide training to all employees employees all to training provide We of Group companies- on our corpo of base the form which values, rate gi- Thereby strategy. corporate our Ethics.of Code the to meaningving of responsibility joint the promote We employees the so that values, such them share and values the willlive keep to order in teams, their with 100%.at values the with compliance - Secre With the support of General and contracts draft we review tariat, the Code in light of orders service re are its terms ensure to Ethics of flected within such documents. This commitment Ethical our reinforces suppliers such as with stakeholders and contractors. our of development the of part As sha we model, Responsibility Global informationdocumentation re and of (Code of Ethics, The Prevention money laundering and - terrorist-fi • • •
ORDERS ORDERS BUSINESS PLEASE KEEP PLEASE FOLLOWING IN MIND THE IN MIND The greater the risk, the greater due diligence. DO NOT GET INTO DIFFICULT SITUATIONS BY LENDING documents to anyone. identification lend your not Do name to anyone. Do not lend your DO NOT BELIEVE EVERYTHING in everyone Do not believe in all documents. Check. Do not believe DO NOT BE EMBARASSED documentation; insist on Ask for identifying in your additional documents and a signature presence. DO THE WORK
TO AVOID BEING CHEATED TO AVOID BEING CHEATED
EEB 2013
Report Sustainability 66 Governance & ethics 69 - - - Collaborator of EEB Collaborator Marketing and Competition Activities thereasons, economic and technical For establishedis electricity of transmission itis Similarly, monopoly. natural a as andaccess free for sector central a also ener wholesale the in transactions for this work is lim- Therefore, gy market. and operation technical in its ited both new through expansion its economic in down by limitation is set That projects. the agency, Government central the and Energy of Commission Regulatory y Energía de Reguladora (Comisión Gas of 73 Article by “CREG”), decreed Gas, “Func states: which 1994, of 142 Law regula The powers. general tions and - - nancing Rules, The Anti-fraud and and Anti-fraud The Rules, nancing The Ethics Anti-corruption Policy, repor be to behaviors and Channel as Channel) Ethics the through ted in they relate to our stakeholders meetings and dialogues the various we addition, In them. with have we by ethics to commitment the grow plan- ETICAEB, of seeds sowing the that action every with values ting fertilize, to others inviting take, we with ethics our support and admire confidence. - Directora Through the Internal Audit in- we disseminate newsletters, te’s control personal promote to formation - internal system con and the Group’s other amongst to, regard with trol - Money-laun as such issues things, dering and terrorist-financing. and employees Group’s the train We of money suppliers in the prevention laundering and terrorist-financing. • • reinforced permanently is message This to presentations and communications in and in meetings, involv all stakeholders President the by led stakeholders, ing Also, Group. the of executives senior and as part of the strengthening of the orga- referred training the culture, nizational a with conjunction in given was above to withand consultant external specialized management. Human Resources by EEB Internal Audit Directorate EEB Internal Audit by how to prevent Money-laundering” Money-laundering” how to prevent Screening of the film “I did not know film “I did of the Screening This activity was carried out in EEB, TGI and Trecsa, with Trecsa, and TGI EEB, out in carried was activity This
Cinema club and its subsidiaries’ for EEB’s hosted a Film Club event We their to strengthen contractors and suppliers employees, Terrorist- of Prevention and Money Laundering of Prevention Financing skills. During 126 contractors. and employees 391 of participation the in Contugas, Cálidda and EEC.2014, we will host the same event
EEB 2013
Report Sustainability 68 Governance & ethics 71 - In the same manner, the ETICAEB campaign will will campaign ETICAEB the manner, same the In Group various the within developed further be activities with it complementing companies, the aimed at reinforcing, amongst other things, Code Ethics Channel, the the values, corporate - Pol Anti-corruption and Anti-fraud the Ethics, of ter and laundering money of Prevention the icy, rorist-financing, with the objective of ensuring commu- commitment, dissemination, knowledge compliance. and nication - IN ETHICAL MANAGEMENT IN ETHICAL In order to continue strengthening the control en- In order to continue strengthening the control and each of its sub- vironment within the company on training and campaigns conduct will we sidiaries, areactivities These 2014. throughout “self-control’ our own management, important to evaluate very to detect deviations carry out from the processes, to and optimize improve to and processes, corrective promotes the under work this them. Additionally, andtimely quality, a in activities various of taking im- continuous promotes and manner, transparent daily tasks are undertaken. in the way provement CHALLENGES ------Our Code of Ethics also includes Ethicsof CodealsoOur includes In the Code we publicly express that we have to competition, regards As be must competitors the Information had no “Defense of Competition” situ- Competition” of no “Defense had in the sec companies ations between did Nor EEB. against complaints or tor we incur any penalties or fines result or non-compliancewithfrom inglaws regulations. rules behavioral and conduct of norms - in which GEB is devel markets the for oping its business. transpar and integrity GEBpromotes it partici- which in markets the in ency a commitment it makes that and pates withcomply staff and managers its that requirements. regulatory applicable the it GEB states that complies with allAlso, regulations in forceand standards laws, pres a which it has in countries the in legal the system ofand it respects ence country. each respective compa Group the that established the on markets their in operate nies to transparency and respect of basis their competitors: our Manage- ward acts from refrain must staff and ment that infringe and fair upon free competi companies Group the example, For tion. - in trans awarded only accept contracts of to agree not do processes, parent in or money in either remuneration, fer kind, that would go against sound com- in to give Nor do they practice. mercial awards such for in exchange pressures or contracts. legit for exclusively used and obtained authorized means, and purposes imate com- isthat manner a inand law, by thatrespect and loyalty the with patible are expected under good business prac tices and business. ------foregoing, the Govern the Given En- of Commission The Regulatory domestic with accordance in Also, tory commissions have the functionof the commissionstory have in the provision monopolies regulating of public services, where competition is as possible”. not, in fact, compet the Colombia controls of ment The industry. of the energy itiveness a have does not, therefore, company we However, policy. competitiveness with to act commitment clear a have and in with accordance transparency out carry We force. in regulations the - activitiesour within legalthe frame Lawi.e. this purpose, for provided work PublicStatue Servicethe or 142/1994 and Pública) Función la de (Estatuto rulesthe down lay which 143/1994, Law to the activities related the govern that distribution transmission, generation, en electrical of commercialization and investment by-laws, itsstatues, ergy, pro- other and agreements framework Code (Códi Commercial the visions of subsidiaries the Also, go de Comercio). - Reso 689/2001, Law by governed are the established which lution 071/1999, UnifiedRegulation forTransport the of Natural Gas (Reglamento Unificado de de Gas Natural). Transporte Reguladora (Comisión Gas and ergy Gas,“CREG”),Energíay Special de a of Ministry the of Unit Administrative rates the regulates Energy, and Mines ser applicabletransmission power to vices,distribution commercializaand - and transport the and energy of tion distribution of gas. the Superintendent of Public Ser law, of management vicessupervisesthe the compliancewith and company the we 2013, During regulations. CREG
SO 7 SO 8
EEB 2013
Report Sustainability 70 As part of its ethical activities, the Group implemented the Ethics Channel as the only valid and official way to receive reports related to incidents of fraud.
Insulated Copper Cable Governance & ethics 75 Economic loss created by a a by created Economic loss risk to the company on the impact Evaluates of safety health and the employees on the the impact Evaluates the services of reliability on the impact Evaluates income on the the impact Evaluates of the reputation image and company the impact Evaluates and the environment on sustainability ICES V IMAGE IRONMENT HUMAN V SER FINANCIAL COMMERCIAL EN The impact is measured in the light of is measured The impact variables: the following - - - - We also appreciate which risks must which risks appreciate also We Risk identification is performed at tak undertaken is assessment Risk ing, mitigating, controlling monitor and ing the risks within the system. ing the risks within the system. of perspective the from understood be our that understand We sustainability. an impact sometimes have operations social the environment, natural the on regions the of dynamics economic and quality the and present, we are where inhabit them. who people the of life of Nations As a signatory to the United we principles, its and Compact Global seek to defineour risks from the per of sustainability. spective proj- process and strategic, Group, the Crosscutting risks are also ect level. identified. These include risks relating Global Com- fraud, as such matters to practic rights human (i.e. issues pact and issues, environmental and labor es, andanti-corruption), computer security business continuity. the of probability the account into ing impact likely the and occurring event of the same. - Working at height Working The integral management of risks risks of management integral The Risk Management In the context of the energy sector, sector, energy the of context the In ma- once that, risks several are there - pros the affect directly can terialized, and strategy our implementing of pects fulfilling our vision. Plan Corporate our Strategic of is part the Corporativo, Estratégico (Plan of aspect crucial it is a “PEC”), because a have we EEB, In growth. Group’s the and a risk man- Risk Management Policy which of light the in system, agement identify for established guidelines are
GRI 4.11
EEB 2013
Report Sustainability 74 Governance & ethics 77
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Human Rights Human Labor Standards Anti-corruption Environment pact risks the of principles the - - mitigation tion of and respect for Human Human for respect and of tion publica- the of way by Rights Report, tion of the Sustainability external and internal through - build in and communications ing the monitoring matrix. Socialization of the Compa- - Regula Internal Working ny’s tions to ensure full knowledge standards. labor of the awareness of Implementation campaigns and identification of occurs fraud which in situations during operations. Institution- the with Compliance Man Environmental for al Plan agement (PIGA). compliance and Management - ap of requirements the with permits plicable environmental in the areas of influence of the projects. Company’s Acknowledgment of the protec the of Acknowledgment - description tion of functions. - Envi the with Non-compliance Plans Management ronmental appropriate failuretake or to management environmental measures. Breach of stakeholders’ funda- stakeholders’ of Breach mental human rights. standards labor of Breach (forced work, hiring minors, dis- harassment, workplace could whichcrimination, etc), lead to sanctions or claims or of perception the impact could suppliers and/or employees, contractors. occur due to the lack may Fraud group’s the over supervision of activities, manual functions due to the concentra and/or - risk Violation of stakeholders’ hu- Violation of stakeholders’ man rights. Breach of labor standards Employ stakeholders, within and Suppliers. ees eco- to lead that could Fraud image. to damage or loss nomic environmental of occurrence The of within the areas degradation Companies. GEB the of influence - - - BOARD OF DIRECTORS BOARD strat and policies pproves A egies. STAFF for managing Responsible own their within risks the area of responsibility. RISK AREA LEADER risk integrated for Responsible ad- providing management, communi- and monitoring vice, cating risks to the organization AREAS for identifying, Responsible controlling and evaluating, monitoring the risks under responsibility. their RISK MANAGERS - identi the in area their Support and control evaluation, fication, risks. monitoring of PRESIDENT imple appropriate Provides system. of the mentation AUDIT Verifies theeffectiveness of the system and controls, and recommendations. provides RISK COMMITTEE Defines the policies, risk toler the evaluates and levels ance manag- of means alternative risks. ing - - ture to manage risks, which defines the defines which risks, manage to ture responsibilities man within related the agement framework: Governance of Risks Governance struc Governance a Corporate have We
1. 2. 3. 4. 5. 6. 7. 8.
EEB 2013
Report Sustainability 76 Governance & ethics 79 .7 .8 .9 GRI 1.2 .10 .11 ------mitigation munication with the interest the with munication public. ed Month the of Implementation a as Report Regulatory ly commu- of mechanism formal nication between the Compa- subsidiaries. its and ny in in employees of Training auditor and security formation Se Information the on training Management System. curity Occupation the of Management System. al Health and Safety Direct monitoring of judicialof pro- Directmonitoring cesses and monitoring of pro- program Siprojweb the in cesses of the Mayor of Bogotá’s office Litisoft program. the and/or in com permanent and Ongoing - - description ers, non-authorized access, etc.access, non-authorized ers, permanent or Temporary illnesses or injuries work-related direct of death to lead could that associat contractors or workers ed with the activities performed. An unfavorable judgment against judgment unfavorable An final of court the in Company the jurisdiction.instance in any Changes in financial conditions nationalinternational a or at eventual to an lead could level Investors/Shareholders loss for due to fluctuations in the price of financial instruments issued or equity debt in the EEB by capital markets. could Companies portfolio The or costs see their revenues regu- result of a impacted as latory impositions. information of security The external by threatened be could hack viruses, as: such factors - - risk Loss of litigation that is import is that litigation of Loss ant to EEB. eq- or debt the in value of Loss EEB by issued instruments uity con- of due to a deterioration ditions in the capital markets. could that changes Regulatory lead to a decrease in the rev within Companies the of enues the portfolio. or confidentiality in Breaches the of integrity the in failures information. companies’ Group’s Death or injury of direct workers - acci to work due Group the of illnesses. or work-related dents - - mitigation ment and training. Implementation of awareness awareness of Implementation campaigns and identification of occurs fraud which in situations during operations. of creation and Centralization - communi internal of channels cation within EEB. manage crisis on Workshops - busi the of Implementation system within ness continuity the EEB Group. Implementation of the PMI PMI the of Implementation planning, the methodologyfor the of control and monitoring im- and expansion of execution projects. provement re- of emergency Activation out of Carrying plans. sponse with accordance in simulations the emergency and contingen- cy plans. solu and actions Preventative tions to the unavailability risk. tions to the unavailability - - - - description Fraud may occur due to the lack occur due may Fraud group’s the over supervision of activities, manual functions due to the concentra and/or tion of functions. veracity or timeliness of Lack which information in disclosing on impact negative a to leads standing. the company’s The impossibility of continuing continuing of The impossibility of services with the provision and normal business activities nat a of occurrence the to due catastrophe. ural Cost overruns and/or delays delays and/or overruns Cost expansion of execution the in improve infrastructure and ment projects. may that events Majeure Force non-compliancecause in the of services. provision providing of impossibility The electric services through EEB’s natu of because infrastructure phenomena. ral risk Fraud that leads to economic economic leadsto that Fraud loss or damage to image. negative a have that Events reputational impact. Business continuity contingen- Business continuity events to catastrophic cies due subsidiaries’ its and EEB’s in business activities. Interruption of the Gas pipe- phenomena to natural line due climate floods, (earthquakes, change, amongst others). - transmis the Interruption of a as sion system or rationing phenomena result of natural change, climate (lightening, amongst others). Time delays and cost overruns and cost overruns Time delays Business the of projects the in Contugás, Cálidda, (TGI, Units Transmission). Vp. Trecsa, risks
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EEB 2013
Report Sustainability 78 Governance & ethics 81 - Adjust the risk management system to take ac take to system management risk the Adjust Include the PMI methodology in the identifi - Strengthen the culture of risk identification, con- plans our business continuity Test IN RISK MANAGEMENT For 2014, our major risk management challenges are 2014, our major risk management challenges For pro- plans and key changes in the strategic count of strategy. the of for the implementation cesses cation of project risks. the organization. of levels all and management at trol CHALLENGES - amendments were made to Group Group to made were amendments risks and new risks were included. continuity business identified We the on made was progress risks and identification of information security and Human Rights risks. in implemented were Improvements terms in management risk integrated risk responsibilities and and roles of whilst exist software, management ing controls were also monitored. • • Work at heights Work In 2013, staff training workshops workshops training staff 2013, In identifica- risk improve to held were workshops,those of result a As tion. Our achievements in Risk Management •
Please refer to Chapter 2 (Our about for more information strategy) risks and the risks falling our strategic of the ten within the framework principles of the Global Compact.
EEB 2013
Report Sustainability 80 Creación de valor para los accionistas
Sustainability Report
Contar con una cadena Cuidar y respetar 2013 de valor sostenible el medio ambiente Value creation Our operation with Global Responsibility with Global CHAPTER Responsibility Mejorar la calidad de vida Prestar un servicio en las comunidades con estándares donde operamos de clase mundial
Ser un excelente lugar de trabajo Our operation with Sustainability Report 2013 Global Responsibility CHAPTER Grupo Energía de Bogotá Building ble ion sustaina value ch ue creat for shar g a ain Val ehol vin der Ha s 2013 Our operation with GB
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Global Responsibility Our Global Responsibility schematic on responsibilities and taking com- Scheme represents constant movement. It is prehensive action within our daily inspired by waves of energy and re- business activities. For us, the in- flects the activities that we undertake volvement of stakeholders is also vi- in our six commitments to stakehold- tal. They are key players to help us ers. All commitments are connected focus our activities and generate the 86 to each other, with a view to taking movement of our activities. 87 operational
profile of the business TGI CONTUGAS Capacity (MMPCD): 730 Length (km): 280 Length of pipelines (km): 3,957
2013 Market: Ica, Pisco, Nazca, Marcona and Chincha. Transported Volume (MMPCD): 460 Implementation into commercial operation: April, 2014. It serves approximately 70% of the Colombian population, with a pres-
Clients: 8,232 enabled clients with plans to connect 31,000 Our operation with GB ence in the most populated zones (Bogotá, Cali, Medellín, Bucaramanga before the end of 2014. and the Piedemonte Llanero and café regions, among others). Report Sustainability EEB
CÁLIDDA Distribution Capacity (MMPCD): 420 Gas sales (MM m3): 4,803 Market: Department of Lima and the Constitutional Province of Callao in Peru. Clients: 163,133 accumulated clients and 170,526 vehicles converted to nat- EEC OF ural gas (GNV). Low voltage network (km): 11,328 LA EMPRESA Substations: 45 (2 High voltage, 43 GRUPO DE Medium voltage) DE ENERGÍA Demand (GWh): 812 ENERGÍA DE Clients: 265,499 IS Market: 76 Municipalities (69 Cundi- DE BOGOTA namarca, 4 Tolima, 3 Meta). BOGOTÁ Loss index (TAM): 10.99% THE PARENT COMPANY TRECSA Length of 230 kV (km) lines: 853 Substations: 24 (12 new and 12 ex- tensions). Implementation into commercial op- eration: September 2015. Market: 15 Departments, 74 municipal- ities, more than 330 populated centers.
EEBIS Perú EEBIS Guatemala Created in 2013, EEBIS Peru made progress drafting contracts Implementation of South Pacific Ring Project is at 18%, with an for the provision of supervision and Back Office services with estimated completion date of October 2015. Contugas. EEBIS Guatemala continues running the Trecsa Reactors Project, Technical visits were made to the Contugas Oversight Trunk which at the end of 2013 was 64.1 % implemented. Line Project in order to structure a services contract.
88 89 Our operation
2013 with Global Responsibility Our operation with GB Report Sustainability EEB Operational Profile of the Business
Each of the Group companies man- TRECSA includes, within the risks ages the risks inherent in their oper- associated with the activities of its ation and the context in which they projects, risks related to ethical in- EEB’s Staff develop. When performing feasibility cidents, fraud and corruption. It assessments for new projects, in ad- manages such risks through the im- dition to identifying the indirect eco- plementation of the Group’s Code EC 9 nomic impacts, we also analyze our of Ethics. To manage the impacts in environment and the possible chang- the social sphere, TRECSA has a cul- impacts that affect the sustainability vironmental and social regulations. The es to it as a result of our intervention. ture based on community dialogue; of the company’s area of influence, methodologies for the preparation of SO 9 In the light of this analysis, we gen- as such it discusses with the com- and social conflicts that may cause such studies are always framed with- erate provisions and plans to manage munities issues of interest, it listens the loss of its social license for proj- in the context of Global Responsibil- the issue. to their opinions and concerns about ect development. ity. The identification of the impacts Through the Risk Management the projects and investigates better CONTUGAS, for its part, investi- is based on environmental studies so- SO 10 Policy, TGI establishes guidelines for their needs, with a view to aligning gates the direct and indirect econom- cioeconomics, prior consultations and identifying any risks and any direct with them in their community work. ic impacts of its current projects by design and engineering studies, whose and indirect impacts on the operation. It also manages social risk scenar- way of an environmental impact study, results are embodied in the business EU 20 It also expresses TGI’s understand- ios including, amongst others, im- which is undertaken in accordance case of the corresponding business. ing of the importance of advancing proper retention of staff, transport with the Peruvian legal framework and these activities to increase confidence blockades and criminal activities. is endorsed by the competent regula- within the different stakeholders to Environmental risks are managed in tory entities. which it relates. Through Environ- strict compliance with environmen- In EEB, the transmission unit helps mental Impact Studies, TGI identi- tal requirements, working proactively maintain the Colombian electrical sys- fies the non-biological, biological and for the protection of natural reserves tem in the best conditions, providing a socioeconomic impacts generated by and nearby archaeological sites, and quality service and reliability through its operation, with a view to estab- involving contractors in the develop- the expansion, operation and mainte- lishing action plans and strategies ment of production activities that are nance of the business. relating to the prevention, mitigation respectful of the ecosystem. The environmental, social and eco- and compensation of these impacts. CÁLIDDA incorporates into its nomic impacts in the relevant area of Such plans and strategies are social- risk matrix environmental and so- influence are identified for the proj- ized with the relevant communities. cial risks. These include matters ects within a framework of processes
TGI also evaluates the risks related such as degradation within the and procedures defined in the Man- EEB’s Staff to money laundering, terrorist-financ- area of influence, the generation of agement System. These processes are 90 ing, fraud and corruption. negative environmental and social carried out on the basis of in force en- 91 achievements achievements and challenges TGI DECSA – EEC DECSA and challenges of the geb of the geb ACHIEVEMENTS 2013 ACHIEVEMENTS IN 2013 companies companies • Implementation of expansion projects such as The Sabana compression station, and those • Plans for network design and normalization, and for the safety of power transformers and
2013 at Cusiana - Apiay and the coffee region. substations were advanced. • Implementation of the new tariff scheme, which, in conjunction with the commencement • EEC’s loss metric was 10.99%, which is lower than that recorded in the same period the of the second phase of Cusiana, generated an increase in operating revenues. previous year (12.34%). • Investments of USD 20 million approved. • The Shareholders’ Meeting approved the distribution of COP10,804 million in profits (EEB- Our operation with GB • Changes in Ballena to receive gas from Venezuela for USD 5 million. COP 4,538 million). • Fitch Ratings has affirmed the corporate credit rating of TGI in local and foreign currency maintaining a grade ‘BBB-’ with a stable outlook. CHALLENGES • The TGI offices moved from Bucaramanga to Bogotá involving the mobilization of 133 em- ployees. This forms part of the group’s strategy to work hand in hand with the subsidiaries. • Progress the implementation of plans and programs to control losses and minimize the probability of the occurrence of failures in service networks. Report Sustainability CHALLENGES • Increase coverage and stimulate demand. • Expand micro-generation. • Entry into operation of expansion projects and the realization of new investment opportu- EEB nities in other markets. • Continue to position TGI as a leading company in the Latin American gas sector. • Greater Productivity.
TRECSA
ACHIEVEMENTS IN 2013
• Project progressed by 76%. CONTUGAS • Progress in approaching communities with projects to benefit them such as “Boys and girls with energy for growth, learning and dreaming”, in partnership with UNICEF. ACHIEVEMENTS 2013 • Implementation of the communication strategy and the national media outreach plan. • EEB reopened the bond maturing in 2021 to finance the projects in Guatemala including • Completion of the Operational Center of Chincha and its implementation into partial operation. TRECSA, receiving US$ 115 million in December. • New USD 310 million bullet financing for 6 years. • 8,232 enabled clients. CHALLENGES • Provision and testing of natural gas supply to the first homes in the city of Ica. • Make progress in social activities, in easements, in the reactor supply, in communication CHALLENGES services, in the design, manufacture and construction of infrastructure. • Comply with the planned 2015 deadline for entry into operation of the project’s lines and • Full commercial implementation of the Operational Center of Chincha. Final connection of Marluna. substations, to ensure its operational efficiency. • Connection of 31,000 customers by April 2015. • Provide social support in Guatemala. • 50,000 residential customers 6 years after the commercial declaration.
CÁLIDDA REP PERÚ REP Perú ACHIEVEMENTS IN 2013 ACHIEVEMENTS IN 2013 • Issuance of USD 320 million bonds in the international capital markets to finance the ex- pansion plan between 2013 and 2014 and to improve the debt profile of Cálidda. • Entry into operation of extensions 10 and 11 to the REP transmission system. • Completion of the construction work on the interconnection of the new central ther- • Dividends were declared in two rounds, USD$ 20 million in March and USD$ 60 million in mal at Termochilca. December. Of this, EEB received USD$32 million. • Completion of the construction of the main network expansion project to increase the dis- • The company took first position within the energy sector in the Corporate Reputation Bu- tribution capacity from 255 mm pcd to 420 mm pcd. siness Monitor (Monitor Empresarial de Reputación Corporativa, “MERCO”) rankings. • Signature of a firm contract with one of the largest thermal generating companies (Fenix Power) and connection to the La Pampilla Refinery. CHALLENGES • Accumulated 163,133 customers and 170,526 vehicles converted to natural gas (GNV). • Continue with the implementation of the different transmission system expansion pro- CHALLENGES jects agreed with the Ministry of Energy and Mines, and whose entry into operation is ex- pected in 2014. • Reach 455,000 connected users in 2016. • Better productivity.
92 93 achievements achievements
and challenges EEBIS GUATEMALA EMGESA and challenges
of the geb of the geb ACHIEVEMENTS IN 2013 ACHIEVEMENTS IN 2013 companies companies • Environmental impact assessment of the South Pacific Ring Project, the definition • Progress was made in the construction of the El Quimbo central hydroelectric plant with
2013 of easements and the outline of transmission lines undertaken. With progress of an installed capacity of 400 MW. Unit 1 is estimated to be ready for service by March 2015 18% in the implementation of the Project, it has an estimated completion date and Unit 2 by May 2015. of October 2015. • Progress, in accordance with the timetable, in the implementation of the Salaco Project, Our operation with GB • Granted award for the connection of cogeneration plants to the infrastructure built by Trec- with Unit 2 of the central “Run of the River” Darío Valencia Samper plant going into ope- companies sa, and the completion of proposals relating to the same. ration in the month of November. • Implementation of the Trecsa Reactors Project, with 64.1% progress. • Approval for the distribution of profits and payment of dividends of COP $ 783,529 mi- without control • Joint work with Cementos Progreso in the definition of the guidelines for the construction of llion (EEB: COP $ 405,659 million). substations and transmission lines to ensure the operation of the business. • Fitch Ratings and Standard & Poor’s raised the rating of the company as the issuer of cor- porate debt long-term from ‘BBB-’ to ‘BBB’ with a stable outlook. CHALLENGES Report Sustainability CHALLENGES • Identify business opportunities in the country and work hand in hand with the Group’s
EEB subsidiaries in Guatemala. • Comply with the schedules for the El Quimbo Project construction and the Salaco chain • New connections. repowering; undertake the civil works and installation of equipment, as well as continuing the socio-environmental activities within the area of influence. • Evaluate projects to build hydroelectric plants, seeking a growth in generating plants in the medium and long term.
EEBIS PERÚ CODENSA ACHIEVEMENTS IN 2013 ACHIEVEMENTS IN 2013 • Drafting of contracts between EEBIS Peru and CONTUGAS for the delivery of oversight and Back Office services, valued at US$4.4 million. • In 2013, at below 8%, the energy loss metrics were the lowest of the previous 10 years. • Technical visits were made to the Contugas Oversight Trunk Line Project in or- • The distribution of profits was approved and dividends of COP$510,992 million were paid der to structure a services contract. (EEB: COP$ 264,951 million). • On the other hand, a COP$185,000 million extension of the global quota of the bond is- CHALLENGES suance and placement program was approved up to a total quota of COP$785,000 million. • Fitch Ratings affirmed the national long term rating of Codensa as AAA (col) with a sta- • Identify business opportunities in the country and work hand in hand with the Group’s ble outlook. subsidiaries in Peru. • New connections. CHALLENGES
• Continue efforts to meet demand, improve the quality and continuity of service, and con- trol operational risks.
companies
without control CTM PERÚ CTM Perú ACHIEVEMENTS IN 2013 ELECTRIFICADORA DEL META • Entry into Commercial Operation of the transmission lines at Zapallal - Trujillo, Talara - Piura and Pomacocha - Carhuamayo. ACHIEVEMENTS IN 2013 • Placement of bonds for USD$ 450 million in the international market rated as investment grade (Baa3 and BBB-, Moody’s and Fitch respectively). • The projects forming part of the expansion plan are 100% complete as per the schedule • Obtained a 30-year concession for the CTM 500kV transmission line, Mantaro - Montal- (the Second Circuit 115 kV Project Suria - Puerto López - Puerto Gaitan). Similarly work vo. The reference investment is USD$413 million and will generate annual revenues of was undertaken on the Substation Expansion and Reform Project, which involved the ad- approximately USD$41.5 million, allowing us to meet growing demand in the southern dition of transformers, design work, equipment supply and the installation civil works. region of Peru. • EMSA defined the payment of dividends to shareholders for the year 2012 in the amount • The annual revenues CTM will receive from the Mantaro-Montalvo concession will be of COP$ 36,097 million (EEB: COP$ 5,857 million). approximately USD $ 41.5 million. CHALLENGES CHALLENGES • Ensure the implementation of the projects in the company’s expansion plan. • Finance the various expansion projects, Trujillo, Chiclayo, Macchupicchu - Cotaruse and • Strengthen the activities for the recovery of energy losses through the company’s emer- Mantaro-Montalvo. gency plan. • Meet the entry into operation deadlines of the expansion projects, as set out in the res- pective budgets.
94 95 achievements
and challenges GAS NATURAL FENOSA
of the geb ACHIEVEMENTS IN 2013 companies • The distribution of COP$ 250,525 million profits was approved (EEB: COP$ 62,630 million).
2013 • Fitch Ratings affirmed the company’s national long-term rating and national short-term rating as AAA (col) and F1 + (col), respectively. • The company participated in the tender of and won a contract with the Industrial Custo- Our operation with GB mer Group (Grupo de Clientes Industriales) for the sale of 50 GBTU for a period of two companies years in the markets of the savannah of Bogota, Medellin and the department of Valle. without control CHALLENGES
• Continue the expansion plan in the municipalities of the Bogotá Savanna. • Advance alternatives to allow for an increase in the number of conversions of vehicles to Report Sustainability natural gas (GNV). • Comply with the investment plan to ensure the proper operation of the system and grow-
EEB th in customer numbers.
PROMIGAS
ACHIEVEMENTS IN 2013
• Dividends of COP$ 240,842 million were declared in respect of net income for 2012 (EEB received COP $ 37.662 million, which is to be paid in cash between 2013 and 2014). • Dividends of COP$ 279,511 million were declared in respect of the profits for the period January-June 2013 (EEB received COP$ 43,708, of which COP$ 19,931 million is to be paid in cash between 2013 and 2014 and COP$23,777 was paid in 5,542,617 shares).
CHALLENGES
• Continue the implementation of projects contemplated by the company’s investment plan. • The company will undertake the construction of a Liquefied Natural Gas (LNG) micro-plant on the Colombian Caribbean coast, with an investment of USD$ 34 million and an estima- ted entry into operation date of late 2014.
Each of the Group companies manages the risks of its operation and the context within which they are developed.
EEB Transmission Tower
96 97 Energy in Expansion, Responsible Growth.
View of the bridge from corner of 93rd street and the Northern Highway (Autopista Norte) in Bogotá. Global 2013 responsibility Our operation with GB model Report Sustainability EEB GLOBAL RESPONSIBILITY FRAMEWORK POLICY
citizens within society at large. Our Man- In the Bogotá Energy Group (el agement focus is on acting responsibly global and our approach is set out in the Global responsibility Grupo Energía de Bogotá, the Responsibility Framework Policy, which framework sets out the framework for the Group’s policy “Group” or “GEB”) we understand companies’ actions and governs the Policies for our stakeholders Internal Policies Group’s other corporate policies. global responsibility to be the From a business point of view, we Employees Finance creation of social, environmental seek, through our participation in the Global Compact, the involvement of Social Risk Management and economic value through best more companies in sustainable activ- ities. In the same way, we hope to Environmental Communication practices of corporate governance, promote platforms for Group compa- nies to share experiences, best prac- Supply Contracting based on trust and common benefits. tices and knowledge for sustainable development. In order to put into op- Corporate Citizenship Protection eration the Global Responsibility Poli- cy, we have produced a management Contracting Anti-fraud and Anti-corruption Our management has evolved from So- model, which provides a graphic over- cial Responsibility to Global Responsi- view setting out our six public com- Clients and Users Internal Control bility. It is a field in which we want to mitments. These commitments relate go beyond the activities of a Corpo- to the management of the financial, Corporate Governance rate Group; we want to create a cul- industrial, human, intellectual, social ture of sustainability within our staff in and natural capital used by the Com- such a way that this culture transcends pany in its value1 chain and with our business borders to create responsible priority stakeholders.
1. Taking into account the requirements imposed by the draft Inte- 100 grated Framework IIRC Report. 101 corporate
responsability 2013 Our operation with GB Industrial Financial capital capital Report Sustainability ainable valu reation for s sust e cha lue c hareh ng a in Va old avi ers H Stakeholder Engagement EEB
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In this report we have taken as our base our Global Responsi- bility model in order to show our stakeholders our integrated approach to management
For the purposes of the responsible In addition, innovation is of great rele- management the Group, it is essential vance. It allows us to break paradigms These six commitments govern the op- to engage stakeholders. This allows the and to do things differently in order eration of the Group companies and sponsible for managing these commit- model to intersect with specific topics to remain responsible. The model also mark out the navigation route for man- ments and tying the activities of the within the sector and the corporate considers the concept of shared value agement of the capital in the value organization to the Global Responsibil- strategy, which allows for a strategic as an approach to the generation of 102 chain. All areas of the company are re- ity Model. focus in the Group’s activities. value for our stakeholders. 103 Stakeholder Engagement Diálogos con grupos de interés 2013 GRI 4.14
The priority stakeholders that EEB has identified are: 2013 Our operation with GB
we understand clients to be those compa- this stakeholder group is comprised of
nies that generate, transport (i.e. our peers EEB’s shareholders, with the majority
in the market) and distribute energy, as stake held by the City of Bogotá District.
well as the Colombian National Grid (Siste- Report Sustainability ma Interconectado Nacional Colombiano). EEB Diálogo con Grupo de Interés Diálogo con Grupo de Interés Medios de representante del sector ambiental 2013 Comunicación 2013
population centers within Mass media that cover the zo- Diálogo con Grupo de Interés the zones of influence of Clients Shareholders nes of influence of our busi- Colaboradores 2013
our operations. ness activities
Communities The Media GRI 4.17
Risk and Crisis Labor Climate Change Corporate Codes of Human Rights Management Practices Management Citizenship and conduct Philanthropy and anti- issues Representatives in corruption and the environmental relevant to sector Authorities anti-bribery entities that are responsible regulatory agencies relating management stakeholders
for ensuring the protection to our business. Shareholders and Investors and preservation of natural
environments. Suppliers Employees
Employees
companies that supply the ne- this group is made up of our Suppliers
cessary goods and/or services company’s human talent.
for EEB’s operations.
Communities
The Media
Representatives In EEB, we deliver relevant information various mechanisms, depending on the of the GRI 4.16 Environmental to stakeholders in a clear and timely profile of the representatives of each Sector manner through different channels. The stakeholder. During 2013, we conduct- way these channels relate to each one ed focus groups, surveys and interviews Clients of our commitments is explained in the in order to report on our management Management Report. and understand the issues important to Also, we undertake discussions in each stakeholder. Authorities 104 the framework of sustainability through 105 Please see the link below for more information on our Global Responsibility Policy: http://www.eeb.com.co/responsabilidad-global/politicas-corporativas
Central Corridor Circo 2013 Our operation with GB Report Sustainability EEB
Gas Compression Station
Identification of material issues Management of Human Rights GRI 3.5 In EEB, we know that sustainability As a result of the exercise of identify- In EEB, we take on board and work with As part of this project, developed by the management should be addressed stra- ing material issues, we defined which matters relating to the ten Global Com- External Relations Directorate, we con- tegically: we recognize that our busi- items should be a priority for EEB in pact principles. As such, the support and ducted an assessment of processes to ness has an impact on our stakeholders its work. They are: respect of Human Rights is a priority for identify potential impacts on human and we seek to align their expectations us. As a consequence, we did the follow- rights. Based on this assessment exer- with the strategy of our business. • development and welfare of staff; ing in 2013: cise, risk scenarios were raised, validat- In such a way, we deploy mecha- • the Environmental Policy; ed and prioritized. From this, we ended nisms that allow us to get to know • management of Human Resour- 1. We managed our risk matrix wi- up with a list of risks that had greater their expectations, opinions and re- ces and Human Rights; thin the framework of the ten Global probability and impact on the compa- quirements. This provides us with es- • integration of stakeholder ex- Compact principles. ny’s activities. sential input, which helps us to focus pectations; To manage this, a timely plan of action our management strategically towards • management of climate change; 2. We carried out an assessment of was drawn up, in order to manage and the fulfillment of our objectives and • Risk management; the impact of our business on Hu- control any likely Human Rights risks. the generation of greater value with • management corruption and bri- man Rights and we came up with a Within the Global Responsibility Poli- Global Responsibility. bery issues; and management plan based on the one cy and other applicable policies, we have The main issues are identified • Codes of conduct. proposed by the United Nations Rug- included the components of our Frame- through an understanding of the ex- gie Framework, i.e. we took account work for action in Human Rights. This de- pectations and concerns of our stake- These issues will be reviewed on a regu- of these proposals in addition to ta- cision clearly shows our commitment to EU 19 holders, and by putting these together lar basis and at least once during 2014, king into account the company’s Glo- the principles of respect and promotion of with our business strategy and with taking into account the growth of our bal Responsibility Framework Policy. Human Rights and the rights of workers. relevant issues of the sector in general. business in the last year and the pros- pects for continued responsible growth. 108 109 Management of 2013 Communications CHALLENGES Our operation with GB IN GLOBAL RESPONSIBILITY MANAGEMENT and image Informe de gestión sostenible EEB
MEDIUM TERM: LONG TERM:
Comply, in a timely manner, with the entry Be the second transmitter of electric pow- into operation deadlines of the projects that er in terms of income in Colombia, assuming we have been developing. This also means and exceeding our responsibility to our stake- uring 2013, the main outcome In essence, the communication plan meeting the expectations of the communities holders, continuing our work on the Glob- of our communication activi- sought to strengthen both the spaces in the areas of influence as they relate to the al Responsibility Model and complying with ties (which fall within the re- for discussion and existing media with management of the social and environmental world-class standards. Dmit of the External Relations information about EEB’s and its subsid- impacts identified in our environmental and Look for construction, operation and main- Directorate) was to define and imple- iaries’ business events. social management plans. tenance projects that fall within our investment ment a communication strategy for the A survey regarding the effective- In 2014, open a new dialogue with stakehold- plans through tenders and/or through the pur- Group and its parent company, EEB. ness of the Group’s internal Com- ers that will enable us to continue focusing chase of assets. This strategy allowed us to develop an munications was undertaken. This strategically on our activities. action plan, which takes into account provided fundamental inputs for the Execute the action plan established as a both internal and external users. creation and strengthening of the result of the project to identify Human plan. 700 direct employees took part Rights impacts. Internal Communication in the poll. They were asked about Communicate and socialize the Corporate Pol- the efficiency and effectiveness of icy on Human Rights. In GEB, we understand that internal the Group’s internal Communications. Continue, within the company, to promote and communication is a tool of great strate- Their responses allowed us to under- provide training on human Rights. gic value. One that should be managed stand if Communications were arriv- with integrity in order to accomplish the ing to staff in a timely manner, in the internal cohesion necessary to leverage appropriate language and with infor- the achievement of business objectives. mation of interest that provided value As such, in 2013, we strengthened the to them in their everyday work. This internal communication plan and the man- data also allowed us to determine if agement of our brand, in order to respond the internal communication depart- to the challenges we have as a group in ment was contributing strategically constant growth. This initiative came from and constructively to building rela- 110 EEB, parent company of the Group. tionships with staff based on trust. 111 This being the case, EEB has a strategic communication plan with ongoing ac- tions that are evaluated on a regular basis. The actions implemented in 2013 are set out below: 2013
Dialogues Media Platform Our operation with GB
Communications Committee: This body, which is attended by all the heads of As mentioned earlier, during 2013, the existing media platform was strengthened Report Sustainability Communications, was strengthened. Its objective is to provide a framework and other Group-wide communication mechanisms were created. for action to the subsidiaries, as well as sharing best practices between all. It EEB meets once a month.
Leaders Committee Coffee with the President We are Grupo energía The “Entérate” Blog de Bogotá This committee was created to help Similarly, this is an arena that is led align the company’s senior manage- by the President. It promotes the This new communication channel was With daily updates, this corporate ment. It is led by the Group’s chair- provision of timely responses to staff activated in 2013. It is a direct mail blog has more than four hundred vis- man, and meets on a monthly basis. In queries and promotes access. These from the President to all Group em- its weekly. addition to being a space to promote meetings take place every three ployees. dialogue, this committee’s agenda in- months in small groups to encourage cludes issues of strategic interest. active participation.
Corporate Meetings Connected Entérate tv Corporate email communications These meetings involve all the com- This space is being designed with the pany’s staff, the managers of the objective of strengthening dialogue Updated daily. Sending information of interest subsidiaries and the heads of commu- in the Group as a whole. It will be led to all staff. nications. They constitute a strate- by the Group’s principal leaders. gic space to communicate information All the virtual communication channels are framed within the current Digital Communication about business events and to share Plan. This Plan aims to put the Group at the forefront of communication trends. It estab- first-hand knowledge of the progress lished guidelines to achieve the Group’s objectives and a framework for action within the Ed- 112 of the subsidiaries’ various projects. itorial Committee that informs our communication activities 113 In EEB, we know that sustainable management should be addressed strategically: we recognize that our business has an impact on our stakeholders and seek to align their
expectations with our business strategy.
High Tension Cables 2013
Brand Management Our operation with GB
The company’s brand has been strengthened through a more rigorous application Report Sustainability of the Image Manual and with the creation and unification of identities that provide value to the Group and the company brand. EEB
In addition, during 2013 the first Group cam-
paign was launched, which had, as its prima- External Communication ry objective, the strengthening of our business The External Communication strategy To consolidate the relationship plan with ethics. This first Group campaign is ongoing aims to consolidate the position of the the main opinion-leaders, directors, ed- Group and its parent the Bogotá Energy itors and journalists, we conducted an in all subsidiaries. Subsequently, other cam- Company (Empresa Energía de Bogotá, audit to better understand their per- “EEB”). It’s objective is for the Group to ception of EEB’s and the Group’s com- paigns will be launched at corporate level to be publicly recognized as a solid group, municators, its spokesperson and its in expansion and constant growth due President. The results allowed us to strengthen the Group’s identity. But other com- to the four-year investment plan au- structure the communication strategy thorized by the Board of Directors. This and consolidate the Group’s and EEB’s munication plans were also launched, of which plan takes into account business op- technical profile. portunities that will allow the Group to the following stand out: the innovation pro- consolidate its position as one of the The brand positioning of the Group leading energy groups in America. and EEB was also consolidated, by gram “Créalo” (Believe It), “Ánfora” (which in- supporting cultural, educational and In this regard, the maintenance of a good energy sector events, which contrib- tegrates the various performance areas of the reputation is a fundamental objective, ute to and benefit the city of Bogotá one which we work towards on a daily and its citizens. This strategy, which Integrated Management System) and “EcoActi- basis with stakeholders through various gave visibility to the corporate image actions such as: building and maintaining in these events, along with the com- tud” (Eco-Attitude), to strengthen the Group’s relationships through constant contact pany’s positive results, meant that with, among others, the communities, EEB was number 43 in the list of the environmental culture. guilds, companies in the sector, investors, large firms in Colombia and is regard- the media, local and regional authorities, ed as one of the five largest compa- and the Government. nies in the energy sector.
116 117 2013
CHALLENGES Our operation with GB OF COMMUNICATION MANAGEMENT Report Sustainability EEB
INTERNAL COMMUNICATIONS EXTERNAL COMMUNICATIONS
Analyze the results as they relate to our inter- Maintain and improve the brand positioning nal reputation and evolve the communication and consolidate the reputation of the Bogotá plan to close the gaps as necessary. Energy Company (Empresa Energía de Bogotá Generate internal communications where pri- EEB), the parent company of the Bogotá En- ority is given to listening recognizing, moti- ergy Group (Grupo Energía de Bogotá), both View from “La Calera”, Bogotá vating, guiding and encouraging both a good in Colombia and abroad. working environment and a sense of belonging Define a plan of action for each of the stake- within the Group’s staff. We have the full con- holders based on the results of the 2013 rep- viction that communications based on clarity, utation Surrey, with a view to consolidating timeliness, principles and strategy is essential. our reputation.
At the same time, in 2013 we gained Furthermore, progress was made in the visibility in the “free-press” which was implementation of the 2.0 Strategy in equivalent to COP$15,071 million (i.e. the Group’s and EEB’s Internet portals, information published in the country’s achieving substantial improvements major news media without the com- in terms of content and navigation. To pany incurring any cost of advertis- consolidate the implementation of the ing). This implies that the company communication policy and the defined not only has a better positioning, but strategy, each one of the subsidiaries has also gained public recognition. undertakes constant monitoring with Such activities improved EEB’s stand- those responsible for communications. ing as one of the companies with the The support from corporate to its sub- best reputation in Colombia, accord- sidiaries takes place through a meet- ing to the annual Merco measure- ing of External Relations, participation ment, the company was number 42 in the Committee of Global Responsi- (as compared to the previous posi- bility, emails, teleconferences and oth- 118 tion of 52). er face-to-face meetings. 119 Value creation Sustainability Report 2013 for shareholders CHAPTER Panoramic view of Bogota Panoramic Value creation for Energy Tower of EEB
2013 shareholders Value creation for shareholders
Ensure the generation of value through participation Report Sustainability in the energy sector and increase the profitability EEB of the Group in a sustainable manner.
What does it entail?
The price of the shares is, in part, a reflection of the financial and admin- istrative situation of the company. The objective of relationships with inves- tors is to strengthen the communi- cations with the financial and capital markets, in terms of business per- formance as much as investment de- cisions, with a view to generating confidence amongst the investors in rums within the energy and financial and its communication strategy, there their view of EEB, and contributing to sectors. It also organizes events and are external circumstances that affect Why does this matter? the consolidation of the Group as a coverage meetings with local and in- the share value, many of which are out- leader in the energy sector. ternational analysts to keep them in- side the company’s control. n EEB’s view, informing current formed, on an ongoing basis, about and potential investors of com- What is being done about it? the relevant aspects of GEB. Where are we heading? mercial, financial and operating Iperformance has increased their Through the established company How do we measure performance? We continue to consolidate the Inves- levels of confidence in the company. channels, and with a view to providing tor Relation function within EEB and During the past few years, EEB has information to all stakeholders in an The share price partially reflects the its subsidiaries that are active in the maintained a steady, honorable rate of efficient and effective manner, the In- Investor Relations activities. EEB also capital markets. Thus strengthening growth as a result of its reduction in vestor Relations Management has put uses this metric in such a way that the the policies and processes and offer- cost of capital, the easy access to re- together quarterly and annual reports. financial communication strategy focus- ing constant support from head office. sources, and greater marketability of These reports present GEB’s and its es on increasing investor confidence by In addition, we continue to implement its securities. This is all due to the per- subsidiaries’ performance. In addition, providing timely, accurate and complete technological and consultancy tools formance and profitability of the Group the Investor Relations Management information to shareholders and stake- in accordance with best international in the energy sector within the coun- continually serves local and interna- holders. However, as it is well known, in practice in the dissemination of finan- 122 tries in which it participates. tional investors and participates in fo- addition to the Company’s performance cial information. 123 figure 1. figure 4.
eeb share eeb bond
price, 2013 price, 2013
Last Price 1535.00 106.719 Last Price 2013 High on 1620.00 114.375 High on 11/01/13 01/25/13 Average 1455.37 107.788 Average
Low on 1295.00 100.438 Low on Value creation for shareholders 02/07/13 09/10/13 Report Sustainability
figure 2. figure 5.
EEB eeb share tgi bond
colcap index, price, 2013 2013 106.630 Last Price Normalized As Of 01/02/2013 113.885 High on Last Price 01/25/13 EEB CX Equity 116.29 106.918 Average COLCAP Index 88.02 98.563 Low on 09/09/13
figure 3. figure 6.
volume of cálidda bond
traded eeb price, 2013
shares, 2013
93.250 Last Price Volume 12074 102.240 High on 05/16/13 SMAVG (15) 0.535M 94.543 Average 89.938 Low on 09/19/13
Value generation through commitment crease of 21% at year-end, with a clos- the highest market capitalization. This Such dialogue has allowed for the main- The generation of value is the essence ing price of COP$1,535 per share, which evidences a great performance by the tenance of investor confidence and the of this commitment. The Group’s fi- represents a market value for EEB for company’s shares when compared with positioning of these debt instruments in nancial performance and the correct COP$14,1 billon, which is the equivalent other market players. the highest price levels in the market. financial communications strategy, as to USD$ 7,317 MM. In the same way as with equity in- implemented by the Investor Relations Greater share liquidity allowed us vestors, Investor Relations maintain on- Management, have contributed to the to join the most important index in the going communications with bondholders positive behavior of the share price in Colombian market, the COLCAP, which of EEB Bonds and holders of TGI and 124 2013 (Figure 1). This reflects an in- is made up of the twenty shares with Cálidda Bonds (see figures 4 and 6). 125 2013 Colombian 2013 Economic Context Value creation for shareholders
Report Sustainability Panoramic view of Bogotá EEB
nual growth of 2.75%. This figure has ica and the Caribbean, with a growth With regard to inflation, the DANE various regional considerations: Ja- of around 3%. reported that the Consumer Price pan and the United States stayed on In Colombia, ANIF projected annual Indicator (Índice de Precios al Con- a positive growth track, whilst the Eu- GDP growth for 2013 of 4.5%. In the sumidor, “IPC”) registered an annu- rozone, despite displaying some signs third quarter of 2013, economic activ- al variation of 1.94%, a figure that of improvement, found itself in a stag- ity in Colombia grew by 5.1% as com- is outside the target range estab- nant recession. Asia and Latin America, pared to the same period in 2012, and lished by the Banco de la República for their part, continued to grow con- was 3.9% in the first nine months of (which was between 2% and 4% for sistently, but at a rate that was below the year. This acceleration is, primari- 2013) and was lower than the long- economic predictions. ly, due to a recovery in civil works and term goal (3%). Such an increase In Latin America, the prices of var- the construction of homes and offices, in the cost of living is the lowest in ious export products fell, particularly as well as a significant increase in the Colombia for half a Century, and the minerals, metals, oil, and some food- retail, sugar mill and agriculture in- lowest in the RIPE countries (Red The possibility that the United States stuffs. This trend was associated with dustries. Of these, coffee stands out, Iberoamericana de Prensa Económi- may remove its monetary stimulus pro- the recession in the Eurozone and the with a growth of 41.6% between July ca), according to the measurements gram created great uncertainty in inter- fall in China’s growth. The available in- and September. undertaken by the department of national markets in 2013. In addition, formation indicates that Paraguay and Household consumption perfor- statistics. The deceleration in infla- the lack of funding solutions within the Panama drove growth in Latin Amer- mance experienced an increase of tion was determined, in the main, by Eurozone crisis highlighted the weak- ica, with an expansion in excess of 12.12% between November 2013 lower growth rates for food, clothing ness of the world economy, generat- 7.5%, whilst the economies of Mexico and the previous year. This figure and transport. In the case of food, ing a prolonged increase in global risk and Brazil continued down a process reflects, in a large part, a significant improved environmental conditions aversion. These situations fostered the of deceleration in their economic activ- improvement in the Colombian labor as compared to the previous year withdrawal of capital from emerging ity. Despite favorable progress in terms market: in November 2013, the rate and lower international prices for countries such as Colombia, devaluing of exchange, the accumulation of cap- of unemployment was, for the sev- imported products fostered this de- Government Bonds and increasing vol- ital has been insufficient and produc- enth consecutive month, at only one cline in the rate of growth. On the atility in the market. tivity has had limited progress. These digit (8.48%), due to an increase in other hand, discounted fuel prices In the third quarter of 2013, the are scenarios that are to be found in activity in the commercial, industri- generated a better dynamic in the 126 world economy reached a moderate an- the countries that make up Latin Amer- al and construction sectors. transport sector. 127 We continue to consolidate the Investor Relation function within EEB and its subsidiaries that are active in the capital markets. Thus strengthening the policies and processes and offering constant support from head office.
High voltage cables Financial
2013 Management and
Accounting Value creation for shareholders Report Sustainability EEB Installations in Bogotá EEB
In order to progress their invest- ment projects, EEB and other Group Basic inflation, without foodstuffs, ex- of Exchange increased from $1,768.23 companies entered the banking mar- perienced a declining trend since June at the end of 2012 to $1,926.83 at the ket and/or the capital markets with- Eje ambiental, Bogotá 2013, reaching 2.36% at the end of end of 2013, which represents a nom- in the framework of the following the year. A downward adjustment in oil inal devaluation of 8.97%. This trend transactions: prices suggests demand pressures and was particularly spurred on by the evidences a level of stability in core withdrawal of foreign investment cap- • Cálidda issued Bonds in the inter- tion project in the Peruvian depart- inflation in recent months. In light of ital, despite the Banco de la República national capital markets of US$320 ment of Ica. internal demand levels and the result- adopting various intervention mech- million with a rate of 4.375% and a • EEB reopened its 2021 bond of ing stable growth rate in credit (higher anisms to mitigate the effects that term of ten years, in order to refi- US$139 million to finance, together than the nominal GDP) and low infla- shrinking monetary policy may, during nance all of its debt (ICF-CAF) and with its own funds, loans to its sub- tionary pressures, the Board of Di- an economic slowdown, have on the obtain funds for its expansion plan. sidiaries in Guatemala; with US$115 rectors of the Banco de la República foreign exchange balance. The 2023 Cálidda bond was given the million going to Tresca and US$28 decided throughout the year to low- The deterioration of the internation- lowest coupon for a corporate bond million to EEB Engineering and Ser- er the intervention rate from 4.25% al situation has been reflected in for- with a rating of BBB-/BBB-/Baa3 (in- vices, which will be used to stren- to 3.25%. eign trade, which experienced a fall vestment grade). gthen transmission infrastructure in The reduction in the policy rate of 2,96% in total exports in dollars in • Contugas replaced a bridge finan- this Central American country. caused the DTF to fall from 5.21% at November as compared to the same cing of US$215 million with a new • EEB received ratification of its invest- the beginning of 2013 to 4.04% at the month of 2012. This is explained by the syndicate loan of up to US$310 mi- ment grade rating from the main ra- end of the year, in part due to the lag fall in the prices of raw materials in the llion, with a term of six years and ting agencies. On an International generated by the increased intervention middle of a global decline in demand a single amortization (i.e. a bullet level, Fitch, Moody’s and Standard & rate which, had been falling since Feb- due to the economic weakness of the loan). The participating banks were Poor’s assigned EEB ratings of ‘BBB- ruary of 2012 when it was at 5.25%. As country’s main trade partners. Banco de Bogotá, Davivienda and ’, ‘Baa3’ and ‘BBB-’ respectively. Whi- expected, holdings in the financial sec- In the third quarter of the year im- CAF. In this way, Contugas success- lst at a local level, EEB received the tor grew 15%, lead by growth in com- ports fell year on year by 0.4%, this fully completed the financing for a maximum credit rating from Fitch, mercial credit. was driven mainly by imports in manu- natural gas transport and distribu- ‘AAA(col)’. For most of the year, the Colombi- facturing and, to a lesser extent, by fu- 130 an Peso fell against the Dollar. The rate els and other extractives. 131 2013 Value creation for shareholders Report Sustainability EEB
Panoramic view of power generation
International Accounting Rules this new challenge. These activities are Tax Management Transfer Pricing Study: detailed further below: With the issuance of Decree 2784 of The Group complies strictly with the During 2013, the Company updat- 2012, which defined Law 1314 of 2009, • The Adoption of the International current rules regarding the assessment ed its profit margins according to the the process of converging the Interna- Standards of Financial Information and payment of taxes in the territories provisions of the transfer pricing poli- tional Accounting Standards in Colom- Project (action plan) was presen- where it undertakes economic activity. cy, which supports the definition of the bia was commenced. This decree defined ted to the Board of Directors. Once In April 2013, the Company filed a costs of the provision of services be- the ambit of application of, and the reg- approved, this Project falls within tax return for the tax year 2013, which tween Group companies. ulatory framework for, the preparation the responsibility of the Finance Vi- showed a positive balance of COP $ Likewise, a report was made to the of financial information, the schedule ce-President. 9,723 million. tax authorities on the transfer prices for the application of the new regula- • The full application of the IFRS was A timely application for the tax re- with supporting information regarding tory framework for accounting and the defined and standards that impact bate was made, which was recognized the economic group. preparation periods for financial infor- the financial affairs of the Company by the DIAN on 3 September 2013, mation based on the International Ac- were established. through a tax rebate security (títulos counting Standards for companies falling • The change from SAP version R3/6.0 de devolución de impuestos, “Tidis”). within Group 1 of the IFRS (International to SAP version R3/11.0 was completed The Group paid COP$19,607 million Financial Reporting Standard). to allow for the application of the IFRS. in Colombian wealth tax in 2013. The During 2013, the Company contin- • Inventory fixed assets was taken and wealth tax was created by Law 1430 of ued to analyze the impacts of and run a technical appraisal carried out in 2010 for the years 2011-2014. diagnostics on the effects of the adop- accordance with the requirements of tion of the International Accounting the IFRS. Standards, as well as preparing tech- • An actuarial calculation of pension nological and human resources to meet and employee benefits was perfor- med in accordance with the require- ments of the IFRS. 132 133 THOUSANDS OF MILLIONS OF PESOS EC 1 0 100 200 300 400 500 600 700 800 900 1000 1100 1200 1300
relevant Operating Income 93,39 2013 100,10 matters from (Economic Value Generated) 104,88 1% 2013 105,67 39,09 43,15 Operating Costs Value creation for shareholders 2010 45,42 4% 47,38
5,66 Personnel Costs 5,94 2011 6,25 22% 7,65 Report Sustainability 0 Amounts invested in Communities / Areas of Influence 0 2012 0 EEB 0% 0
14,18 2013 14,62 Depreciation, amortization and provisioning costs 14,51 2% 14,86
151,84 Valuation 141,37 Administrative Expenses 142,75 2012-2013 -12% 125,24
12,62 13,11 Personnel Expenses 15,02 16% 14,86
22,30 Depreciation, amortization and provisioning 20,94 14,22 expenses 87% 26,55
19,60 19,60 Wealth Tax 0% 19,60
48,50 49,67 Operating Profit 51,22 -33% 34,55
1.092,94 305,29 Net profit** 690,71 22% 843,56
1.196,61 436,87 EBITDA 569,53 54% 878,371
1,76 Amount of Donations / Foundations 2,44 3,44 -15% 2,91
995,88 Distributions / Dividends to Investors* 319,96 26% 403,60
PORCENTAJE 0 50% 100% MILES DE MILLONES DE PESOS Payments to Salaries Payments 0 100 170 specifics on Government and social made to 93,57% benefits for suppliers economic 81,29% Margen EBITDA 84,24% 169,67 employees of goods, 6% Investments in value 88,97% 7,65 the community (personnel services and 35,98 (donations and costs) materials distributed in 2,91 community) 134 2013 135 other
relevant • The capitalization of Cálid- • Dividends corresponding to accumulated
financial da and TRECSA for the sum earnings to the year 2012 of USD32,000,000
figures of USD15,000,000 and received via REP. USD16,779,881 respectively. 2013 Financial Returns
Fiduciary Value creation for shareholders Returns • Transfer of the lease for floor • Update, with local financial institutions, Income from 7 to TGI S.A. ESP by chang- of our credit limits to cover possible cash dividends and/or interest ing the tenant name. The trans- needs arising from the new expansion Report Sustainability fer amounted to the sum of projects at local and international level, Servicing
EEB of Debt COP$4,602,044,400. Additionally, worth 2 billion Colombian pesos. TGI S.A. ESP was charged the dif- Expenses related to Payments to ference between the price of the 730.803 Third Parties property according to the apprais-
Capitalizations al made by the Office of Physical Resources and the transfer value
Intercompany of the contract, in the amount of Loans COP$ 863,091,600. • The constitution of EEB GAS SAS for the na- tionalization of the assets of EEB Gas Ltd. (a special purpose Vehicle of Promigas) with the objective of receiving a flow of dividends. Dividends received in the year 2013 were $62,296,240,751 in total value, of which $38,518,413,207 was received in cash and $23,777,827,544 received via 5,542,616 • Monitoring for the procedures shares that were issued on 4 October 2013. and operations of the following subsidiaries: TGI, CONTUGAS, CÁLIDDA, TRECSA, EEB GAS S.A.S and EEB PERÚ HOLDINGS LTD, EEC, EEBIS Guatemala and EEBIS Peru. • Intercompany loan made to TRECSA by EEB
195.216 S.A. ESP (USD$47.5 million) and EEB GAS S.A.S (USD$17 million). The loans were can- celled as soon as the funding of USD$115 132.779 million was completed, with the source be-
83.193 87.350 ing debt taken on by EEB by re-opening the • Financing of EEBIS Guatemala of EEB 2021 bond. USD$28 million through the re- 6.240 1.243 opening of the EEB 2021 bond.
• Cancelation of intercompany debt from Cálid- da to EEB PERÚ HOLDINGS LTD. To the value of USD$35,134,061.
136 137 The total portfolio of marketable se- curities of EEB S.A. ESP, to Decem- ber 31, 2013 amounted to the sum of COP$ 641,885 million pesos, made up
2013 as follows:
potfolio
of foreign
investment to Value creation for shareholders
31 dec 2013
11.073.824 (figures in usd)
249.105 Report Sustainability
2% 5.437.795
4,133
EEB 6% 43,725
14,833 Deutsche 1.327.518 19% Bank AG, London 18.872.869 Branch
portfolio Bogotá New York composition to
31 dec 2013 Banco Davivienda Miami
(cop millones) República 60,120 de Colombia 26% Corporación de Fomento Andina Internal Total COP Millions Public Total USD Ecopetrol Debt 232,861 31.938.256 Bonds 211’899.367
Ordinary Bonds República de Perú Collective Portfolios
CDT Banks
Savings 143.000.000 Accounts 110,050
47%
138 139 Management of 2013 equity portfolio CHALLENGES Value creation for shareholders IN THE MANAGEMENT OF THE EQUITY PORTFOLIO Report Sustainability EEB
In the short and medium term, our objectives are divided into the timely analysis of the business- es that make up the equity portfolio and the new energy and gas sector projects; the central idea consists in making decisions with a view to in- creasing value for our shareholders and maintain- ing the growth of the dividends provided by the Group companies
rom the transformation of EEB in and 11 to the REP transmission system In addition we will work to: 1997, there has been a change (REP); entry into commercial operation in the role of the company in the of the transmission lines at Zapallal - Continue generating an important flow of re- FColombian energy sector and a Trujillo, Talara - Piura and Pomacocha sources of EEB and to maintain its sustainable strengthening of its relationship with its – Carhuamayo (Consorcio Transmanta- growth over time. shareholders, taking into account the ro – CTM); progress was made in the Complete the expansion projects complying new organizational structure. On bal- social activates of the El Quimbo proj- with the planned entry into operation dates, ance, to date, the ect (Emgesa) and in specifically in Trecsa and Contugas. Group can be said For more information on the the construction of Maintain the growing generation of value for to be a solid busi- lines and substations the EEB shareholders. relevant facts relating to ness that has created in Trecsa. Similar- value and cash flow the activities of the portfolio ly, the other com- (For more information on the main plans of the for its shareholders, panies stand out for portfolio companies, please see the chapter “Pro- companies in 2013, please see with a trend towards their technical, com- viding a Service with World Class Standards”). growth over time. the chapter “Providing a Service mercial and financial In 2013, the port- management. folio companies ad- with World Class Standards”. In the same way, vanced the following it is important to notable construction projects: partial note the constitution, on the 25 June entry into operation of the Chincha 2013, of EEB Ingeniería y Servicios in operational center (Contugas); com- Peru as a subsidiary of EEB: Its ob- pletion of the construction work on jective is to take advantage of the the interconnection of the new cen- market opportunities offered by this tral thermal at Termochilca (Cálidda); country, particularly in the energy 140 entry into operation of extensions 10 sector (gas and electricity). 141 Management of the
2013 relationship with CHALLENGES shareholders and investors Value creation for shareholders IN THE MANAGEMENT OF THE RELATIONSHIP WITH SHAREHOLDERS AND INVESTORS Report Sustainability
he Investor Relations function er topics, information relating to the EEB currently has a team that pro- Group, it’s subsidiaries, projected in- vides financial, operational and vestments, the financial results and the Tcommercial information on the progress of certain metrics, depending Group companies to a broad network on the specific interests of the attend- of investors. ees. This type of information is also pre- As a support tool for the dissemina- sented at an International level through tion of information, and with the aim the “Non-deal” Roadshows in which EEB of maintaining an agile communica- participates. tion with different stakeholders, there Throughout 2013, 19 reports for is a section on the EEB and Group investors (8 from EEB, 8 from TGI The Investor Relations function’s main challenge and establish mechanisms for measuring the in- websites that are exclusively for In- and 3 from Cálidda) were prepared is to further consolidate EEB’s strategic financial vestor perception of EEB. vestors. These may be found at the and disclosed. These reports are a communications with investors and the financial For this series of activities, management following links: http://www.eeb.com. valuable source of information for market in general and to strengthen communi- plans to improve its current technology and co/inversionistas (EEB) and http:// current and potential investors, giv- cations policies and processes and continue pro- CRM tools, in order to meet existing objec- www.grupoenergiadebogota.com/in- en that they contain detailed analysis viding ongoing support to subsidiaries. To this tives. Likewise, in order to strengthen inves- versionistas (GEB). and concise financial, operational and end, it seeks to continue the implementation of tor confidence levels, the Investor Relation Through this, we disclose the quar- commercial results. With a view to best practices for disclosure of information to function, with the support of external consul- terly and annual investor reports, the complementing the information dis- the market, to extend the monitoring of special- tants, is expected to improve the use of differ- financial statements, the calendar of closed in the reports, 14 teleconfer- ist analysts, incorporating at least one foreign fi- ent guidelines and improve the dissemination events, the corporate governance pol- ences were held when the quarterly nancial institution, actively participate in a wide of information. icies and other information of interest and annual results were announced. number of international “Non-Deal” Roadshows to shareholders and investors. More than 120 market players partic- Equally, as a means of dissemi- ipated in the calls. nating our results, we hold quarter- EEB participated in the Colombia ly teleconferences that are lead by Inside Out event, which took place the President or the Vice-President in London and New York. Similarly, of Finance. Analysts and national and during the MILA Day organized by the International investors who are inter- BVC, a presentation was given on the ested in receiving first hand informa- company, it’s strategy and expansion tion about GEB’s progress, and the plans to analysts and investors from progress of its investments, partici- Mexico, Chile and Colombia. Finally, pate in these teleconferences. Group investors were able to get to The Investor Relations function con- know the subsidiary TGI during the ducts ongoing meetings with analysts, Colombia Infrastructure Trip orga- 142 in which they present, amongst oth- nized by Citi. 143 Caring for and respecting Sustainability Report 2013 the environment CHAPTER Codensa Substation Caring for and
2013 respecting the environment Caring for and respecting the environment Report Sustainability
Planning, building and maintaining infrastructure in EEB harmony with the environment and, thus, preventing, mitigating and remediating the enxvironmental impacts resulting from our operations.
What is being done about it?
We have various instruments such as: the Environmental Policy, the En- vironmental Management System, the Institutional Plan for Environ- mental Management (Plan Institucio- nal de Gestión Ambiental, “PIGA”), Environmental Management Plans, en-
Why does this matter? vironmental licenses, environmental Energy Towers promotion and protection programs, or us in EEB, it is very import- communication strategies and relation- ant to have activities that comply ships with stakeholders. with our commitment to respect Environmental performance is mea- Fand care for the environment, sured by looking at factors such as through the planning and development the level of consumption of natural re- Where are we heading? of processes and activities that empha- sources, the generation of waste, and in a way that reflects attitudes that con- size prevention in order to reduce the the progress of environmental proj- We are headed towards an environ- tribute to the care for and respect of the risk associated with the environment. ects, which are considered in integrat- mental management system which is environment. ed management reports. In addition, strengthened from EEB SA ESP as par- What does it entail? we monitor and assess legal compli- ent of the Group, and which consoli- Value Generation through ance in internal committees and oppor- dates sustainable and environmentally commitment It is a management model for process- tunities to improve. Auditors verify the responsible performance by reducing es that incorporates the objectives of effectiveness of environmental manage- the risks associated with the operation. Generate clean utilities, with zero pen- eco-efficiency, bio-diversity and cli- ment via the Integrated Management Also, we aim to improve the achieve- alties or operational suspensions, which mate change, complying with envi- System. We also analyze synergies and ment of goals and objectives in envi- contribute to environmental protection ronmental regulations and promoting highlight best Group practices as corpo- ronmental eco-efficiency and energy in our infrastructure, business operation 146 continuous improvement. rate guidelines. efficiency. Our behaviors are oriented and areas of influence. 147 Environmental Policy Control and EN 26
2013 and Management monitoring of environmental Caring for and respecting the environment
Report Sustainability management EEB
We have the following Tools to control and monitor our management of envi- ronmental issues:
• Periodic reviews of metrics: we vironmental management. For this evaluate our environmental me- reason, the environmental manage- trics on a monthly basis. In the ment system is revised in light of case of any non-compliance, an control actions in order to ensure analysis and activities to improve the relevance of its environmental are undertaken. management activities in terms of • Analysis of risks and controls: the Group’s business purpose. The controls for the Management of • Audits: There are various mecha- risks and residual risks are monito- nisms for monitoring the Integrated red every quarter. Management System, under which • Assessment of environmen- falls the Environmental Manage-
Codensa Substation tal performance and analysis ment System (Sistema de Gestión of opportunities and synergies: Ambiental “SGA”). These mechanis- through a corporate report, head- ms include internal audit cycles and quarters monitor and look for oppor- monitoring audits on the part of a tunities to improve, synergies and certified body, such as planned ins- Group best practice. pections and the revision of opera- • Corporate meetings: Each year all tional controls. areas of environmental management • Environmental Impact Studies The EB Group Corporate Environmental The Corporate Environmental Policy is meet. In this meeting, the results (EIA): as a basic instrument to Policy establishes guidelines that orient revised and updated on an ongoing ba- and plans are socialized, and there take decisions about projects, cons- our activities towards environmental- sis. Its last update included guidelines is strict control exercised over and truction works and other activities ly sustainable development, incorpo- for the energy management system un- monitoring undertaken of the envi- that require environmental licen- rating eco-efficient objectives in our der the rules of ISO 50001:2011, in re- ronmental management team. ses, Environmental Impact Studies EN 26 performance, management of waste, lation to which EEB achieved the first • Periodic Revision by the Cor- are carried out in accordance with consumption of water, protection of certification in Colombia in 2013, which porate President of the Mana- the guidelines of Decree 2820 of bio-diversity and our management of was immediately adopted by the Group gement Systems: The Group’s 2010. These studies allow for the 148 climate change. and its subsidiaries. management is committed to en- identification, prevention and inter- 149 Environmental Costs 2013
costs of waste,
expenses and
investments in Costs incurred in 2013 on envi- the environment Caring for and respecting the environment ronmental issues relate to: (figures in millions
Report Sustainability of pesos) EEB
EN 28
EN 30
2.834
Manual harvesting of “buchón” Investment in and Management of waste and byproducts
Administration 1.956 1.929*** of the pretation of environmental and so- The Global Compact is an initiative of Environmental Management cial impacts that the projects may the United Nations (the “UN”) with the System generate. These matters are ma- aim of promoting social dialogue for the Education and naged in accordance with the Envi- creation of a global corporate citizenship Training ronmental Management Plan (Plan that allows for the conciliation of the in- 1.324 Research and de Manejo Ambiental, the “PMA”). terests of businesses with the values and Development The Company’s EIA’s are available demands of civil society. EEB S.A. ESP in the archives. has identified three (3) environmental Investment in environmental The monitoring of the PMA is under- risks relating to principles 7, 8 and 9, and social taken by the National Authority of in relation to the environmental impacts studies for 504 licensing of new Environmental Licenses (Autoridad derived from its operations and its legal projects 298 Nacional de Licencias Ambientales, requirements. With respect to each of 127 207 46* 248** the “ANLA”) through planned moni- these EEB has controls in place. ND ND 0 75 ND 0 Others: toring visits. In addition, we monitor our subsidiar- Permits, • Environmental risks: EEB has an ies to ensure their compliance with the Environmental Authority Environmental Management System Corporate Environmental Policy and we 2012 2013 procedures (Sistema de Gestión Ambiental, the undertake awareness and training cam- “SGA”), which is certified under the paigns on the integrated management of Sanctions rules of ISO 14001 of 2004, which waste, environmental regulations, knowl- (*)The reduction in the budget is (**) COP$245 million corresponds (***) COP$170 million (Alférez- Total allows for the ongoing evaluation of edge of the Environmental Management due to certain activities that were to the “Semilleros” program and Armenia) - 402 (Chivor) - 1357 carried out by the Company’s human the science club that the EB Group (Tesalia-Alférez) environmental risks. System and the identification of opera- resources and which required the Foundation manages. tional controls by the Group’s staff. support of a third party. 150 151 For us in EEB, it is very important to have activities that comply with our commitment to respect and care for the environment, through the planning and development of processes and activities that emphasize prevention in order to reduce the risk associated with the environment.
Tominé Reservoir ghg direct Climate Change and indirect emissions
2013 (figures in and Air Quality ton-co2eq) 2011 1.482 18 3 44 1.547 SF6 leaks in
substations Caring for and respecting the environment
Report Sustainability CO2, Ch4 and N2O emissions EEB by mobile combustion*
CO2, Ch4 and N2O by stationary combustion**
Emissions by consumption of electricity*** 2012 604 9 2 23 639 Total direct and indirect emissions of GEI tCo2e Our climate change strategy started in 2011 with the following activities: Energy Towers • Quantification of direct and indirect Greenhouse gas emissions by EEB. • Commencing an Integral Clima- te Change Program that defines, amongst other activities, the quan- tification of an annual inventory of Greenhouse gases, the implementa-
tion of mitigating actions and com- 2012 979 18 0,1 108 1.105 In EEB, we measure the carbon foot- pensation alternatives. print of our operations and we imple- ment eco-efficient actions and energy Additionally, in 2013, EEB S.A. ESP un- performance. Also, we work out ac- dertook a study to determine the vul- tion plans for the identification, anal- nerability of our operation to climate ysis, monitoring, reduction, mitigation, change. To this end, relevant informa- compensation and adaptation to those tion was documented locally regarding (*)Taken from annual fuel costs. (**)Taken from ACPM costs in the (***)Taken from the electricity changes in the environment that may vulnerabilities and threats of climate electric plants at 73rd street and invoices for the headquarters 61st street. at 71st Street, 61st Street with be generated by our operating activi- change for the places where the infra- Pilaito. In 2013, the consumption at Pilaito was first included. 154 ties or variations in climate. structure for transmission lines lie. 155 other indirect
ND ND 7,6 0,2 2,2 EN 1 ghg emmisions 2,0 7,6 2,0 (figures in 19,6 19,6
89,41 ton-co2eq) 2,0 2,0 109,9 7,6
2013 2,1
17,5 2011 29,2 0,01 2013 Caring for and respecting the environment Third party 0,5 Business Flights vehicles’ fuel. Petrol 35,4
Report Sustainability 27,5 Third party vehicles’ Employee fuel. Natural Gas ND 4,4 Transport, bus EEB 1,5 2,4 0,0 0,0 170 ND ACPM Extraction 0,01 Employee – Emergency Transport, 244,6 Plants “Transmilenio”
Extraction of Employee Petrol Transport, car
ND ND 3,8
1,0 Extraction of Natural Employee Gas – third party 9,8 Transport, 59,3 vehicles motorbike 351 1,0 Landfill waste Employee 1,0 Transport, taxi 455 Incinerated waste Paper 16,5 2012 Total Dye Transport of 0,3 2011 waste
2012 17,5
95,1 ND 0,8 2013
ND ND 206
comments
Fuel Records Recorded consumption of proprietary and third Recorded consumption in emergency plans and party vehicles and ecoinvent 2.2 emission ecoinvent 2.2 emission factor by extraction Fuel Records factor by extraction Records of ordinary solid waste generated in the year and ecoinvent 2.2 emission factor for landfill Records of solid dangerous waste generated in Recorded consumption of third party vehicles the year and the ecoinvent 2.2 emission factor Total waste generated and distance to final and ecoinvent 2.2 emission factor by for incineration disposal location extraction Survey completed by employees and the emission factor for public transport in Colombia Corporate flights records. Emissions calculated calculated by “Gaia Servicios Ambientales” Records of paper purchased in the year and Records of dye purchased in the year and the using the icao.org tool the ecoinvent 2.2 emission factor ecoinvent 2.2 emission factor 156 157 Eco-efficiency
2013 In relation to the consumption of natural resources, the focus of our activities is oriented to eco-efficient objectives in terms of energy performance, waste-man- agement and the consumption of water, complying with the environmental regu- lations applicable to each resource. Caring for and respecting the environment Energy
Report Sustainability As part of our energy efficient ap- • Changing the total lighting system to proach in the processes under the LED in the EEB S.A. ESP headquarters. EEB Company’s control, the following ac- • RETIE Certification of the refurbish- tivities were performed: ment of the Company’s headquarters. • Energy baselining of strength, control and communication equipment.
The environmental guidelines have also been defined to require that vehicles are preferably gas and recent models.
1.186 energy
1.974 consumed
within the
organization
(figures expressed
in GJ) Consumption of purchased electricity (*) 2010
2011
2012 1.552
2013
1.691
(*) Records of monthly consumption EN 5 based on invoices issued by the PARCIAL service provider.
EN 6 PARCIAL
Central Corridor of Guavio The company has an efficient use of energy program that seeks to maintain energy consumption under or equal to six kWh/person/day. In 2013, the me- trics of this goal was 5.1 kWh/person/day. EN 7 PARCIAL 158 159 The EB Group Corporate Environmental Policy establishes guidelines that orient our activities towards environmentally sustainable development, incorporating eco-efficient objectives in our performance, management of waste, consumption of water, protection of bio-diversity and our management of climate change.
Tominé Reservoir 3.033 EN 1 Materials and Waste 325.6
materials
2013 Management used (en tonnes) 2.8
Steel
3.3 Caring for and respecting the environment 2012 0.4
Report Sustainability 4.8 Aluminum Sent to
EEB Landfill waste Other 0.2 7 EN 22 Incineration (aprovechamiento) Total Glass 00 00 0 0 0 0 0 0 0
waste 14 Paper produced Peligrosos 44 (figures
expressed in 20.6 Porcelain 0,09 4,46 7,60 12,15 tonnes)
Sent to Recycling Polymers 2010 Landfill waste Total 930 1.489**
2011 2,00 5,00 2,80 3,00 Copper 10,57 2012 2,00
7,77
No Peligrosos 5,00 2013 Dielectric 3,00 Oil 3,00 3,00 6,00 2013 SF6 In EEB, we have an integrated waste The Company is registered in the RCD management program, and an inter- Management platform of the Environ- Insulating paper and 1.157 nal action plan for the Management of mental District Authority. The disposal of wood reusable and non-reusable waste. The construction waste is carried out in ac- source separation takes place via eco- cordance with Resolution 01115 of 2012, 0 Gasoline logical points. These waste products are through an authorized agent who directs 2.71 organized, compacted and weighed by the waste to Sterile Material Reservoirs 0 the personnel of the Bogotá Coopera- (ZODMES). Typically, these materials are 0 0 tive Association of Recyclers with whom used as structural fills in other civil works, 0.02* 3 the Company has signed a waste man- pre-sorting. The authorized Bogotá ZOD- For 2013, materials were purchased for three (3) projects
agement agreement. MES are located in Mondoñedo, in the mu- 73 UPME – towers (pylons) and fittings, which increased the nicipality of Mosquera, falling within the amount of materials used. jurisdiction of the Regional Authority. (*) Transposition Insulators (**) Two vehicles that are the responsibility of Maintenance 162 Management. 163 EN 8
2013 water (figures
expressed in m3) Caring for and respecting the environment
Report Sustainability 2010 EEB 2011 Tominé Reservoir
2012
2013 Biodiversity and reforestation
In EEB, we develop our operations with In EEB, we executed biotic components 1.607 2.528 2.709 1.549 respect to biodiversity, we quantify the management plans, aimed at prevent- EN 14 impact of our activities on ecosystems ing impacts on ecosystems, vegetation and develop management plans to deal and associated wildlife as a result of the with such impacts. To that extent, we execution of the activities inherent in use strategic tools to conduct impact our operations. studies of our projects, such as the Through the implementation of the General Methodology for the presenta- biotic impact management program we tion of Environmental Studies and the prevent, mitigate and provide compen- Manual for the allocation of compensa- sation for the impacts for lost vegeta- Municipal Water supplies and supplies from other water utility companies tion for loss of biodiversity. tion and the impacts on fauna. Through In 2013, we ran a Biodiversity the program, we also manage the re- Management Project in coordination generation of sensitive natural re- with the Corporations of the Autono- sources, the restoration of trails, the Water is one of the core *Records of consumption based mous Regions (“Regional Authorities” management and rescue of threatened aspects of the Bogotá on invoices issued by the District or “CARs”), in two areas: biodiversi- flora and fauna (See Table 3), and the Humana Development Plan Aqueduct Company. ty monitoring and management for the installation of flight diverters. Also, protection of biodiversity in 89 hect- through the Protected Areas Manage- ares, where 34,915 types of species of ment Program we seek to minimize the ecological importance are maintained, negative effects on biodiversity (six- Water of which 26,513 species are threatened ty-three threatened species) associat- with extinction. ed with these areas. The Company’s Institutional Plan for ties on the efficient use of resources to Biodiversity management has led to EEB’s environmental auditing pro- Environmental Management (Plan Insti- reduce the consumption at EEB head- an ongoing improvement in our rela- cess is designed to keep track of the tucional de Gestión Ambiental, “PIGA”), quarters and, likewise, by conducting tionship with communities and envi- environmental obligations of contractors has a program for the efficient use of periodic reviews of the maintenance of ronmental authorities, as well as the during operations by way of instructions water, by developing awareness activi- facilities and internal networks. positioning of our corporate image in regarding the management of environ- 164 specialized events. mental issues in construction contracts. 165 EN 11 1 Cuenca Alta of Río Mocoa Forest Reserve 3 Bogotá Eastern Forest (Bosque Oriental) Protected Reserve
operation Located in the municipality of San Francisco and Mocoa, in the depart- operation Geographical Geographical In the Andean Region, in the Cundinamarca department, bordering on the ment of Putumayo, in the Andean region (76º 41´W a 76º 52´W; 01º of high Location Location east side of Bogotá. of high 2013 08´W a 01º 21´W). biodiversity biodiversity
impact areas impact areas Type of operation Transmission of Electric Energy at 230 Kv. Type of operation Transmission of Electric Energy at 230 Kv. Caring for and respecting the environment Area of site 300,34 km². Area of site 131,43 km². Report Sustainability
The Bogotá Eastern Forest Protected Reserve represents a strategic area EEB Due to the extent and degree of biodiversity conservation, the flora and for the capital and its surrounding areas, given the known environmen- fauna indices are high: in this zone there are vulnerable and threatened tal services it provides: recharge and regulation of aquifers, soil protection, species such as the poison frog (Epidobates ingested), and plant species scenic value, oxygen supply to the city, regulation of climate and water Description like Achapo (Cedrelinga catanaeformis) and laurels (Aniba sp), which in- Description supply to different communities. creases the strategic nature of the Reserve. However, within the reserve, It is estimated that 64% of this forest-covered area is in a good state of there are human settlements that cause pressure on resources. It is a conservation and it has important ecological value such as high levels of place of regional conservation. biodiversity in flora as much as fauna.
State of Protection Protected forest reserve. State of Protection Protected forest reserve IV.
2 Cocha-Cerro Patascoy Lagoon Protected Forest Reserve 4 Páramo Grande Protected Forest Reserve
Geographical Geographical Located in the municipality of Guasca, in the Cundinamarca department, The Nariño department, in the Pasto municipality, in the Andean region. Location Location Andean region.
Type of operation Transmission of Electric Energy at 230 Kv. Type of operation Transmission of Electric Energy at 230 Kv.
Area of site 499,15 km². Area of site 39,95 km²
It is a protected place within the Cocha Lagoon, one of the largest and most well preserved of the northern Andes and considered the largest Inside this there is a landscape and biodiversity conservation area of reservoir of fresh water in Nariño. great value representing moors (paramo) and sub-moors (subparamo). The Cocha Lagoon is the recipient of several rivers and streams, and its However, there is also evidence of alterations in the cold rain forest floor river of origin is the Guamués tributary of the Putumayo River in the Am- Description Description given production activities such as the cultivation of potatoes and dairy azon basin. Inside this area is the Corota Island wildlife sanctuary, Ande- farming. It is still possible to find areas of broken and inaccessible terrain an jungle orobioma such as encenillos, Colombian pines, “sietecueros”, and also, on the margins of watercourses connected with the PNN Chinga- palm wax and moor ecosystems with espeletia such as “Espeletia hartwe- za towards the south, the vegetation is in good condition. giana”, “Blechno loxensis”, “Calamagrostis spp.”, “Hypericum spp.” and “Festuca spp.”
State of Protection Protected forest reserve. State of Protection Protected forest reserve IV. 166 167 EN 12 EN 15
description total number
of the most of species 2013 significant Habitat with species in the red Tropical Rainforest. impact of listed in the IUCN iucn list and
processes, national list Nature of Impact Banned logging of species in the productive areas (32 meters). products and with habitats Geographical
services on Between 0 and 1000 meters above sea level. in areas Caring for and respecting the environment Location of Habitat protected affected by
Report Sustainability or high operations
biodiversity Ara militaris VU, Anthocephala floriceps VU, Aburria aburri NT, Phlogophi- by level of
EEB value areas. lus hemileucurus VU, Heliodoxa gularis VU, Micromonacha lanceolata VU, extinction Speothos venaticus NT, Leopardus wiedii NT, Panthera onca NT, Lontra Species Actions to mitigate the impact Reforestation 1: 10 longicaudis DD, Myrmecophaga tridactyla VU, Tapirus terrestris VU, Ta- yassu pecari VU, Ateles belzebuth EN, Lagothrix lagothricha VU, Mazama americana DD.
Habitat with species Sub-Andean Forest. listed in the IUCN
Affected Area 0,8 km² Geographical Between 1000 and 2000 meters above sea level. Location of Habitat
Ognorhynchus icterotis EN, Vulthur gryphus NT, Tinamus osgoodi VU, Leptotila conoveri EN, Grallaria alleni VU, Atlapetes flaviceps EN, Lepto- sittaca branickii VU, Ara militaris VU, Hapalopsittaca amazonina VU, An- Species Affected 989 oak trees, 13 wax palm trees and 175 Colombian pines. Species thocephala floriceps VU, Dacnis hartlaubi VU, Atlapetes fuscoolivaceus NT, Spizaetus isidori VU, Aburria aburri NT, Odontophorus hyperythrus NT, Phlogophilus hemileucurus VU, Micromonacha lanceolata VU, Tapirus pin- chaque EN, Leopardus tigrinus VU, Tremarctos ornatus VU.
Habitat with species Andean Forest. listed in the IUCN
Duration of impact Permanent
Geographical Between 2000 and 3000 meters above sea level. Location of Habitat
Ognorhynchus icterotis EN, Tinamus osgoodi VU, Leptotila conoveri EN, Leptosittaca branickii VU, Grallaricula lineifrons NT, Grallaria rufocine- rea VU, Andigena hypoglauca NT, Hapalopsittaca amazonina VU, Atlapetes Character of Impact Irreversible Species fuscoolivaceus NT, Eriocnemis derbyi NT, Spizaetus isidori VU, Odontopho- rus hyperythrus NT, Tapirus pinchaque EN, Tremarctos ornatus VU, Pudu mephistopheles VU, Leopardus tigrinus VU, Atelopus ignescens EX.
168 169 EN 13
Type of ecosystem Terrestrial protected
or restored Name of ecosystem Dry Tropical Forest 2013 habitats Geographic Location Altamira Municipality, Huila COMPENSATION FOR THE USE (including
rehabilitation or Area of protected space 0,1 km2 reforestation) OF FOREST RESOURCES Protection Mechanism Isolation and enrichment with “dinde.” Caring for and respecting the environment
State at end of reporting period Restored. Report Sustainability “Alto Magdalena” Autonomous Corporation, Mu- As part of the compensation for the use of forest resources, EEB Verification of restoration by third party nicipality Council acquired 562 hectares of strategic and vulnerable eco-systems in the EEB high mountain in the name of the Regional Authorities (Corporaciones Alliances with third parties to undertake protective action in areas not under Junta de Acción Comunal vereda el Grifo Autonomas Regionales, “CARs”), which today form part of the Regional supervision. System of Protected Areas. This allows for the promotion of its conservation for perpetuity. Type of ecosystem Terrestrial
Name of ecosystem Andean Forest
Huila, Cundinamarca, Cauca, Putumayo and Na- Geographic Location riño departments.
Area of protected space 62 km2 Through community-based strategies, we isolated 30
Isolation and enrichment, biodiversity moni- Protection Mechanism toring and registration in the Regional System farms (71.7 hectares) owned by the Communal Protected Areas. Action Board and community leaders, all of which are State at end of reporting period Restored. key to the following Andean-Amazonian eco-systems: Verification of restoration by third party Regional Authorities, States and Municipalities.
Alliances with third parties to undertake Serranía de Churumbelos, the Chingaza Massif, the Owners, JAC, municipalities and Regional Au- protective action in areas not under thorities. supervision. Doña Juana-Cascabel volcanic complex, Cueva de los Type of ecosystem Terrestrial Guácharos-Puracé biological corridor and the Cocha- Name of ecosystem Tropical Rainforest Cerro Lagoon Complex in Patascoy. Geographic Location Putumayo and Cauca Department
Area of protected space 1 km2
Protection Mechanism Isolation and enrichment
State at end of reporting period Restored. In 2013, using 134 individual introduced species, we planted Verification of restoration by third party Regional Authorities, JAC and Municipalities. 900 seedlings of native species, Viburnum triphyllum, Morella
Alliances with third parties to undertake pubescens and Myrcianthes leucoxyla so as to improve the protective action in areas not under Owners and JAC. ecological conditions and increase diversity. supervision. 170 171 Management of
2013 the relationship with Environmental Caring for and respecting the environment
Report Sustainability Authorities EEB
Manual harvesting of “buchón”, Tominé Reservoir
EEB maintains a relationship with envi- EEB also analyzes and comments on ronmental authorities through the fol- environmental regulation through lowing mechanisms: ANDESCO-. With the Regional Authorities (Cor- EEB holds a dialogue with represen- poraciones Autonomas Regionales, tatives of the environmental sector, “CARs”) to obtain logging permits and through which opportunities to improve via processes related to compensation. our activities may be identified and a Voluntarily in the development of re- better involvement of our stakeholders search projects and through actions for is generated. the protection of biodiversity. In coordination with the environ- In the Capital District, the Company is mental authorities CORPOAMAZONIA,
committed to environmental policies and CORPOGUAVIO and CRC a voluntary Energy Tower maintains a harmonious relationship with project to manage biodiversity was the Department of Environment in the progressed focusing on the Andean 172 implementation of the PIGA and PACA. bear and the Moors tapir. 173 Results
2013 CHALLENGES OF ENVIRONMENTAL MANAGEMENT Caring for and respecting the environment Report Sustainability
• Certification of the Energy Ma- • Subsidiaries; Methodology for the EEB nagement System under the ISO measurement of emissions (Green- 50001:2011 regulations. house Gas Audit) and strategic com- • Harmonized the Group methodolo- munications documentation and gy for measuring Greenhouse Gases. reports to applicable stakeholders. • Third place in public recognition by • In 2013, EEB started to implement the Capital District for our institu- the Corporate Strategic Biodiversity Continue dialogues with stakeholders, es- Strengthen the procedure for planning, tional environmental Management Management Project, which aims to pecially with representatives of the envi- implementing and monitoring the Envi- and commitment in the implemen- continue strengthening local capa- ronmental sector. ronmental and Energy Management Sys- tation of PIGA. city for biodiversity monitoring, and Progress the management of biodiversity tem, according to the guidelines set forth • Activities for obtaining environmental recording scientific information to volunteer projects in our areas of influence. in the ISO standards 14001 and 50001. licenses for our projects of note are: help the authorities prioritize their Strengthen environmental management at To achieve this, we will do the following: • Construction and operation of the actions aimed at the conservation parent company level, as well as strength- Start implementing the environmental pro- UPME-01-2010 S/E Alférez 230 kV of biodiversity. en the environmental guidelines that the cedures in the Group’s subsidiaries. Project and associated transmission • In coordination with Corpoguavio, subsidiaries of the Group have to ap- Advance the Greenhouse Gas Audit of our lines (Resolution 0563 of 7 June). CRC and CORPOAMAZONIA we ob- ply through the development of aware- headquarters and provide technical support • Tesalia 230 kV Substation cons- tained important records in terms of ness-raising campaigns for staff and to similar audits within the subsidiaries. truction Project and Tesalia - Al- the natural history, distribution, eco- training sessions for staff in integral waste Implement the Comprehensive Plan for tamira 230 kV transmission lines; logy and behavior of Tremarctos or- management regulations, knowledge of hazardous waste management and envi- reconfiguration of the Betania - natus, Panthera onca and Tapirus the Environmental Management System, ronmental awareness among employees re- Jamondino 230 kV line and ex- pinchaque. In terms of environmen- and identification of operational controls. garding the separation of waste at source pansion of the Altamira 230 kV tal education, a cross-curricular edu- Affirm and finalize the environmental guide- and the efficient use of water and energy. substation (Resolution 0942 of cational strategy for the conservation lines that our subsidiaries must apply. In this sense, we support the “Tapas de 17 September 2013). of Bears, jaguars and tapirs in the Position the Group as an environmental ref- vida” campaign of the Sanar Foundation. • Drafting and executing the integrated municipalities of San Francisco and erence point within the energy sector and in climate change program, harmoni- Mocoa was formulated. the view of stakeholders falling within “rep- zing the methodology, quantifying the • EEB was invited by the organizers of resentatives of the environmental sector”. effect of direct and indirect gas emis- the First Latin American Tapir Con- sions from headquarters, compensa- gress to present the paper “Actions ting for the carbon footprint caused by for the conservation of mountain ta- our headquarters in 2011 and 2012. pir in the Colombian Massif.”
174 175 Provide services with Sustainability Report 2013 World-class standards CHAPTER Motherboard Provide services Energy Tower
2013 with World-class standards Provide services with World-class standards
Report Sustainability Ensure the provision of quality services in an efficient,
EEB reliable, timely, and safe manner to generate added value and to provide a competitively priced service, always in accordance with World-class standards.
when businesses secure competitive- ness and sustainability at a world level within the markets in which they oper- ate, they end up providing better val- ue to their stakeholders.
What does it entail?
It consists of complying with, amongst What is being done about it? dance with a maintenance methodolo- other things, all regulatory, economic gy centered around quality, health, and and financial requirements. It requires During 2013, we progressed bench- industrial and environmental security. the implementation of world-class marking exercises using the manage- In addition, EEB participated in differ- practices and benchmarking against ment model proposed by the Award for ent committees within the sector mak- organizational models of excellence. Excellence and Innovation in Manage- ing proposals for and contributing to By evaluating the implementation of ment (el Premio a la Excelencia y la In- the transmission expansion plans of the cycles of improvement and the Com- novación en la Gestión). The results of National Grid (Sistema Interconectado Why does it matter? pany’s results, we can attain best these exercises and the gaps identified Nacional “SIN”) and for environmental practices in efficient service delivery by them allowed us to take action to management of the projects that result he globalized economy re- and continuous improvement of in- improve management performance. In in benefits for the end users, the com- quires organizations to be ternal processes, which leads to the 2013, the process started with subsid- munities within the projects’ areas of at the cutting edge of trends achievement of the objectives set out iaries in Colombia, Peru and Guatemala influence and for SIN itself. Tand attentive to new oppor- in the Strategic Corporate Plan (Plan taking the Group towards a consolidat- tunities and challenges in a more and Estratégico Corporativo, the “PEC”). ed world-class management. How do we measure our more competitive World. This will be We focus primarily on business growth We also developed monitoring pro- performance? achieved through the approval of new and excellence in our operations and cesses and corrective and preventative and better practices, technology and processes to offer our customers and maintenance activities to ensure the EEB considers availability as the main competencies that strengthen our dif- shareholders a quality service with optimal function of the equipment in- indicator of the quality and efficiency of ferentiated value offering and allow for high levels of availability, reliability stalled at the substations and on the its electric assets’ service. This indicator 178 learning in new models of excellence: and profitability. lines owned by the Company, in accor- measures together, over the course of 179 twelve months, both the time that the dedicated income, within Latin America assets were available to transport en- and to be recognized for its world-class Management of the ergy and the use by STN. practices and its Global Responsibility. The commitments of external entities At a national level, we are working to
2013 in terms of environmental, financial and increase participation in the transmis- electric transmission control matters is also identified and mea- sion market by being awarded projects sured. For example, in 2013 there were no throughout Colombia. failures to comply with any environmental In addition, within EEB we seek to system matter. In the case of financial indicators, be one of the companies that exercis- these are obtained through audits and fi- es leadership in terms of the implemen-
nancial results, or applying the Single In- tation of intelligent Networks and new Provide services with World-class standards Report Sustainability formation System of the Superintendent Technologies within electricity transmis- of Public Utilities (el Sistema Único de In- sion. To this end, we focus our efforts EEB formación de la Superintendencia de Ser- on the consolidation of an integrat- vicios Públicos Domiciliarios). ed management model and system Furthermore, several years ago, rec- that projects, as a world-class refer- ognizing the importance and influence ence point, the development of suc- for us within EEB of relationships with cessful and sustainable practices. After agents and entities, we implemented a two years implementing these improve- survey. Its aim is to investigate the lev- ment plans and closing gaps, EEB will, EEB has a system of 1,448.47 km of el of satisfaction of those players and in 2014, run for the National Award for lines in order to provide its transmission record their perception of the EEB’s ser- Excellence and Innovation in Manage- service, which consists in the transport vices and service support in order to get ment (Premio Nacional a la Excelencia of electrical energy by Networks with a feedback and ensure continuous pro- y la Innovación en la Gestión), and will voltage equal to or above 220kV. cess improvements. continue to support our subsidiaries on EEB has a Transmission Con- In general, these and other measure- their way towards consolidating excel- trol Center (TCC), the body respon-
ments and metrics are grouped together lence into their activities. sible for coordination, monitoring Bogotá Center and presented in the Management Infor- and controlling the operation of the mation System through which we mon- Value Generation through transmission system, with assets in itor the Strategic Corporate Plan (Plan Commitment 16 substations from 220 to 230 kV. Estratégico Corporativo, the “PEC”). These facilities are located in the de- We also look at the evaluations un- We are a Business unit that generates partments of Cundinamarca, Bolívar, dertaken in 2011, 2012 and 2013 as a value for the Group, its shareholders Meta, North Santander, Cauca, Huila, frame of reference. These records help us and stakeholders thorough the provi- Putumayo and Nariño. to highlight gaps, strengths and processes sion of electrical transmission services At the same time, we contribute to across all components of EEB’s activities. and the investment in projects proposed the Bogotá energy service by provid- to expand the National Grid (SIN) with ing standards of quality, security and Where are we heading? Global Responsibility. reliability, undertaking the following tasks: ongoing monitoring of the Na- As a national transmitter, to ensure the Through the electric transmission busi- tional Grid’s substation (STN) to 230 kV, provision of service, EEB has contracts ness, EEB aims to be one of the most operation and maintenance of the com- with the Liquidator and administrator important companies ,with the highest munications system, coordination of the of National Grid accounts, who invoice maintenance of transmission equipment and collect the income related to the and works to reset lines in an emergen- provision of transmission services. We cy, coordination with the National Dis- also have and manage contracts for patch Center (CND) and control centers, the connection of our assets with oth- and the operation of other companies er companies and manage requests to 180 with which EEB shares frontiers. connect to EEB’s assets. 181 SO 9 The projects that we currently operate are: UPME 02-2009 ARMENIA PROJECT
Description: Armenia 230 kV Substation Project with 39 kilometers of associated SO 10
2013 transmission lines in the Circasia and Filandia, Quindío, Dosquebradas, Santa Rosa UPME 01-2010 ALFÉREZ Project de Cabal, Pereira and Risaralda municipalities.
EU 6 Description: Alférez 230 kV Substation Project and 1.4 kilometers of associated Benefits of the Project transmission lines. In the South of the city Santiago de Cali, in the Valle del Lili sector, in the village El Hormiguero, Valle del Cauca. With this Project, we seek to ensure the supply of energy in the coffee region for
the following years. Provide services with World-class standards Report Sustainability Benefits of the Project Since the procurance of this Project, in EEB, we have been committed to reduc- With this Project we seek to ensure the supply of energy in the South of the city of ing the environmental impacts on the areas within the Regional National Park “La EEB Cali to meet the internal demands of the region and to strengthen the connection to Marcada”, the Soil Conservation Distict “Barbas – Bremen” and the area designat- the Regional Transmission System (Sistema de Transmisión Regional, “STR”). ed as the Coffee Culture Landscape (“Paisaje cultural cafetero”). For this reason, we The initiative allows for the incorporation of new users, particularly industrial us- have opted to use a helicopeter in the construction process for laying wires, which ers and promotes growth in the region. For the magnitude and characteristics of the will prevent the opening up of gaps in the existing forest in the aforementioned ar- Project, special situations with the communities within the area of influence have not eas through which the project crosses. arisen. The Project also obtained an Environmental License from the National Envi- It will be one of the first transmission lines in Colombia to use this method in its ronmental Licenses Authority (Autoridad Nacional de Licencias Ambientales “ANLA”) construction, all in the name of protecting ecosystems and biodiversity. Similarly, the by way of Resolution 0563 of 7 June 2013. The project is currently in the construc- project was designed so as not to impact wildlife species whose habitat resides in tion phase and we hope that it will enter into commercial operations in January 2014. the forests of the Soil Conservation District “Barbas –Bremen”, such as the Howler Monkey and the Cauca Guan. With this in mind, we implemented measures such as :
• Not intercepting the Howler monkey’s mobility corridor. • Arranging tower sites in the areas whose current coverage includes pastures used by livestock. • Installing sufficiently high enough conductors so as not to affect existing wood- lands and their associated fauna. • Holding a “public environmental hearing” on August 15, 2013 in the town of Fin- SVC TUNAL 230 KV PROJECT landia (Department of Quindio). This initiative, which complied with guidelines for citizen participation, was moderated by the ANLA and various regional orga- Description: The Project consists of the expansion of the Tunal 230 kV sub-station nizations attended, such as the Governor of Quindio, the Regional Autonomous to connect it to a SVC (Static Var Compensator - Compensador Estático de Potencia Corporations CARDER and CRQ, mayors , ombudsmen, communities and envi- Reactiva) with 240 MVAr (capacitative) and 60 MVAr (inductive) capacity. This project ronmental NGOs from the region. The hearing dealt with the attendees’ concerns is designed by UPME to strengthen the electrical infrastructure in the Eastern area. regarding the purpose of the Project. During the hearing, the Company outlined The objective is to reduce risk in meeting peak demand for 2014 and subsequent both the benefits of the initiative and also the environmental impacts that it would years by addressing contingency or critical situations in the operation of the grid. have and the environmental management measures proposed. This Project also helps to mitigate the possible risks in the meeting of demand arising from the delay of other projects in this area. It may also mitigate the effects We are currently waiting ANLA’s decision regarding the Project’s Environmental License. of Climate Change associated with rainfall and, therefore, with the availability of re- sources for hydropower generation in the eastern area.This Project did not require any particular environmental license.
182 183 UPME 05-2009 TESALIA PROJECT UPME 03-2010 CHIVOR II (NORTH) PROJECT
Description: Tesalia 230 KV Substation project and transmission lines: Tesalia - Al- Descripción: The UPME 03-2013 (North) Project, developed by EEB, is part of the
2013 tamira 230 KV line, 49.7 km long; Reconfiguration of the Transmission Line 230 KV plans carried out by the Mining and Energy Planning Unit (UPME) of the Ministry of Betania-Jamondino, 1.45 km long; Tesalia – Alférez 230 kV transmission line of 191 Mines and Energy. The agency studied the future requirements of the city of Bogotá km and expansion of the Altamira 230 KV Substation. and its surroundings area in the medium and long term, and determined it was nec- The municipalities that form part of the project’s area of influence are: Tesalia, essary to carry out a project of this nature. Paicol, Gigante, El Agrado, El Pital, Tarqui, Altamira, Iquira, Teruel, Palermo and San- As such, on April 16, 2013 the national Government awarded the North Project to ta María, in el Huila; Planadas and Río Blanco, in el Tolima, and Florida, Candelaria EEB, the Group’s parent company. The purpose of the Project is to expand and opti-
and Santiago de Cali, in el Valle del Cauca. mize the energy system in the centre of the country. Provide services with World-class standards Report Sustainability The UPME-03-2010 call has, as its main objective, the study, design, construction, Benefits of the Project operation and maintenance of the Chivor II (North) Substation and 150km of associ- EEB ated lines. The project’s sub-stations are in the municipality of San Luis de Gaceno, The Project will: Boyacá, and in the immediate vicinity of the Gachancipá municipality, in Cundinamarca, • Ensure the transmission of energy, generated at the future El Quimbo Hy- while the Bacatá Substation expansion is in the municipality of Tenjo in Cundinamarca. droelectric station (STR), with the required levels of quality, security and re- To socialize the Project and identify the impacts that it may generate once in liability. operation, we have arranged meetings with players such as Codensa, the Envi- • Improve the reliability of the energy supply in the country and the region. ronment Ministry, the ANLA, Regional Authorities, Corpochivor, mayors, ombuds- • Improve energy security and stability in the Colombian electric system, whilst at men, municipal council presidents, presidents of community action boards and the the same time significantly supporting Colombia’s energy self-sufficiency. communities themselves. • Allow for the reduction of operational costs associated with the electrical ener- The Project is in the study and design phase. As such, the environmental activity gy service. is concentrated in the preparation of the Environmental Assessment of Alternatives. • Generate employment for the local workforce in the areas of influence during We also presented a scientific research permit application to the ANLA seeking the both the construction and operational phases, and increase the demand for goods authority’s permission to conduct wildlife sampling during the preparation of the En- and services. vironmental Impact Study. • Contribute, during its operation, to sustainable development through the GEB In addition, we presented documents to obtain authorization from the Colombian Foundation (la Fundación Grupo Energía de Bogotá). To this end we will coordi- Institute of Anthropology and History of Colombia, ICANH, for an archaeological dig. nate, formulate, develop and lead programs and projects that support the pro- We are currently awaiting their decision. gress and improvement of social, economic, cultural and educational conditions in three areas led by the Foundation: training programs, productive projects and Benefits of the Project environmental initiatives. • Transfer all of the energy generated in the area with the required levels of qua- Advances lity, safety and reliability. . • Improve the reliability of the energy supply in the country and the region. The Tesalia Altamira section has an Environmental License issued by the ANLA, by • Improve energy security and stability in the Colombian electric system, whilst at way of Resolution 942 of September 17, 2013, with a clarification in Resolution 1135 the same time significantly supporting Colombia’s energy self-sufficiency. of November 15, 2013. • Support the development of the area of influence. At present, the Tesalia tranche of the 230 kV Substation, the Transmission Lines Tesalia - Altamira; reconfiguration of the Betania – Jamondino line, and the expan- sion of the Altamira Substation are under construction. In terms of the 230 kV transmission line Tesalia - Ensign, we are currently in a consultation process with the three ethnic communities whose presence in the area of influence of the project was certified by the competent authorities (i.e. the “Las Mercedes” indigenous reservation, located in the town of Ríoblanco, Tolima, and the Triunfo Cristal and Nasa Kwe’s Kiwe indigenous reservations, located in the town of Florida, Valle del Cauca. 184 185 Alférez 230 kV Substation Project and 1.4 kilometers of associated transmission lines. In the South of the city Santiago de Cali, in the
Valle del Lili sector, in the village El Hormiguero,
Valle del Cauca.
Alférez Substation PERCENTAGE
0 25% 50% 75% 100% main management
metrics of
the electric
2013 99,87 transmission Availability 99,97 business Indicator 99,93 99,94 CHALLENGES IN THE MANAHEMENT OF THE TRANSMISSION 97,82 2010 CCT Signals 96,75
Indicator 97,55 Provide services with World-class standards
Report Sustainability 99,07 En concordancia con los avances logrados en los Estos aspectos permiten llevar a buen fin los proyec- 2011 proyectos, los retos se encuentran en la ejecución a tos cumpliendo con los objetivos trazados por EEB y EEB
Operating 57,85 tiempo, la gestión social y ambiental que tienen los sus grupos de interés. margin (EEB’s 55,04 2012 proyectos de transmisión implementando los linea- Transmission 54,16 Business) 52,21 mientos de la Responsabilidad Global Corporativa.
2013
74,60 EBITDA 71,25 Margin from 69,50 Transmission 67,68
Management of demand the Chivor II (North) and Tunal SVC proj- ects, which, in the environmental fea- The transmission unit takes an active sibility stage, identified environmental PESOS participation in national and internation- restrictions and respective management
0 25’000.000 50’000.000 75’000.000 100’000.000 al spaces regarding intelligent electric measures. These were assessed for the energy systems, with special emphasis presentation of the tender to the Mining
1’060.320 on the transmission of electricity. In the and Energy Planning Unit (UPME). Monthly 1’861.000 compensation from medium term, we have sought the im- On September 17, 2013 the Nation- 26’862.541 income 78’886.986 plementation of pilot projects to improve al Environmental Licensing Authority our operating efficiency and the mainte- (ANLA) granted us the environmental nance of company assets. license for the design, construction and In Colombia, electricity transmission operation of the Tesalia 230 KV Sub- is established as a natural monopoly station project and transmission lines: THOUSAND OF PESOS regulated by the Government through Tesalia - Altamira line; Reconfiguration the Energy and Gas Regulatory Com- of the Betania-Jamondino Line and ex- 0 25.000’000 50.000’000 75.000’000 100.000’000 mission (Comisión de Regulación de En- pansion of the Altamira 230 KV Substa- ergía y Gas, “CREG”). For this reason, tion. Following this, in October 2013, 84.709’971 Operating Income 90.235’416 EEB only manages demand by obtain- the construction process began. (EEB’s Transmission 94.605’895 Business) ing transmission infrastructure projects. Likewise, the project received an 95.398’154 The demand for energy is regulated by environmental license issued by the the Colombian Government. National Environmental Licensing Au- Part of EEB’s achievements in the thority (ANLA), through Resolution Accumulated 63.190’978 EBITDA (EEB’s 64.295’963 transmission business is the award of 0563 of June 7, 2013. Transmission 65.748’543 Business) 65.019’000
188 189 Client management
2013 CHALLENGES FOR CLIENT MANAGEMENT Provide services with World-class standards Report Sustainability EEB
perception of the Company’s service: on the client satisfaction survey of 2013 we scored 99%, which shows that we are on our way to consolidating our busi- ness and that we offer the best service to our clients. In addition, the Company has recent- To keep high service standards in terms of Transmilenio, Bogotá Center ly conducted face-to-face meetings with availability, delivering the business’ value its main stakeholders. As a result of the proposition. action plan that emerged from the rec- To meet the expectations of communities in ar- ommendations our stakeholders gave eas of influence with regard to participation and us, we have held annual conversations management of environmental impacts. with different parties in order to appro- priately manage our relationship with ur clients are companies them. This has shed some light on as- that generate, transport (our pects that we need to work on if we are market peers) and distribute to meet the expectations of our stake- Oenergy, as well as the Co- holders and other agents with whom we lombian National Grid (Sistema Inter- have important relationships. conectado Nacional Colombiano). With regard to requests, complaints
PR 5 The Company’s main communication and claims, it is important to point out channel with its stakeholders, as far as that because of its nature, the transmis- the transmission business is concerned, sion business (as the link between gen- is the Annual Satisfaction Survey. This eration and distribution) does not have initiative, carried out by consulting direct clients in the form of final end us- companies, allows us, amongst other ers. However, we do acknowledge and things, to understand our clients’ per- manage the expectations and concerns ception of the services the Company of agents and stakeholders by means of provides and how we deal with them. surveys and dialogues as described in The most recent surveys show a con- chapter 4.1 Generating value with Glob- 190 siderable improvement in terms of the al Responsibility. 191 Through the energy transmission Business we look to position EEB as one of the leading companies with the highest revenues in the sector in Latin
America, being recognized for world-class practices and Global Responsibility.
Suspension clamps for transmission line cables area. EEB is also a founding member of missions to Canada and Medellín to Innovation in Connect Bogotá and is an active par- learn about best practice in innovation, ticipant in the Science and Technology alliances and networks. Commission of the Capital District. Fur-
2013 operations thermore, EEB has been part of trade
INNOVATION Who? Senior Management MANAGEMENT Human Resources SYSTEM Communications Synergies for the What? development of
Competencies, skills, impact projects Provide services with World-class standards Report Sustainability leadership, knowledge and communication EEB
n the road to consolidating and alliances, and management of Man nt ag e em m e ge n world class practices and processes and results. a t n o a f n M the fulfillment of its mis- s e e t i w t i o sion, since 2012, EEB has Innovation Management System v r i k t s c
O A a been driving forward action plans that l n
a d
r
a promote and facilitate deliberate and EEB has in place an innovation struc- u INNOVATION
t
l
l l
MANAGEMENT i a u n
systematic innovation at a technical, ture, an articulated continuous im- C
c
e
s management, and products and ser- provement process and an indicator vices level. All this is supported by the system to measure results. The lat-
organizational management model, ter is managed using the organiza- M s a t n l a su which seeks to meet the Company’s tion’s strategic balanced scorecard. In g re em d en an strategic objectives. addition, we have a process in place t of processes In 2013 EEB developed an innova- that, associated with the continuous tion management system in order to improvement process, guarantees promote innovation as a competitive that no initiative is lost and allows
differentiator, based on three pil- for alternative thinking when looking What for? Compliance with lars: management of an innovation at processes and procedures to solve strategic objectives culture, management of networks problems, within a broader innovation How? and continuous improvement context. Management Better efficiency, System competitiveness and These operational activities include sustainability a structure to support innovation with the objective of ensuring strategic co- Santa Bárbara Business Center hesion between different initiatives, enabling project implementation and supporting planning and execution of Commitment to innovation the innovation program. This team, integrated by colleagues from differ- At EEB, we innovate in a collaborative manner ent areas of the business, is led by top management in the form of the Inno- through technical creation, management, and vation Committee. At the moment, EEB is part of the new businesses and services, in order to be Intelligent Colombia (Colombia Inteli- 194 gente) initiative leading the innovation more efficient, competitive and sustainable. 195 Management of EU 8
2013 special projects Provide services with World-class standards
Report Sustainability Transmilenio, Bogotá Center he Vice-president of Special Proj- EEB ects has, as an objective, the identification, structuring, and Tcoordination of different business opportunities that are non-conventional but also associated with the provision of Strategic Innovation Plan services within the energy sector and it’s The following are some of our main infrastructure, as well as the develop- Electronic Part With a view to assuring the correct stra- achievements in innovation manage- ment of synergies, both within EEB and tegic direction of the innovation efforts ment: in its affiliated companies. and resources, a Workshop was orga- • The Innovation Management Sys- The Vice-President is studying vari- nized during the first two months of the tem has been implemented and ous projects, amongst which there are year to map the innovation route, within consolidated. several ones related to electric mo- Another business line being studied by the Framework of the strategic planning • To ensure the operation of the sys- bility. This includes the planning, de- the Vice-President is that related to the process. Thanks to this initiative, the tem: media and people have been sign, supply, installation, operation, use of EEB’s infrastructure, and that of priority lines of innovation, the expected identified, the process documentation and maintenance of electricity infra- its affiliates, in the provision of telecom- goals and the resources (both human dealing with the formation of ideas, structure for transport systems, such munication services. and economic) required to comply with the management of projects and the as, amongst others, electric buses, In 2013, legal feasibility studies the proposed objectives were identified. evaluation of impacts was finalized, trams and trains. In terms of the ac- were carried out and possible schemes This route facilitates the identification and tangible actions were identified. tivities traditionally performed by these for participating in business opportu- of the necessary strategic alliances and • The Cultural Innovation Project was companies, this is innovative. In addi- nities related to electric mobility were assures that both the ideas generated put in place and the strategic innova- tion, EEB’s and its subsidiaries’ partic- identified. These opportunities includ- and the projects undertaken are in line tion planning stage was arranged, and ipation in this business shall allow for ed, amongst other things, the elec- with the organization’s interests. coordinated actions with the diverse the development of a major technolog- trification the Transmilenio system’s processes within the organization were ical change in the country’s transport backbone network, electric zonal buses As a result of the first exercise un- set out in order to ensure sustainability. sector. An achievement of this nature as part of Bogotá’s Integrated Trans- dertaken in March 2013, EEB’s Senior • The Leadership programs were set would bring enormous benefits to the port System (“SITP”) and electric trains Management prioritized the strategic in- out, knowledge management and different stakeholders. For example, it and trams. vestigation and development line, and strengthening of the capabilities and would reduce the consumption of fossil As a complement to the above ini- paved the way for the implementation competencies was carried out through fuels, an achievement that would have tiatives, work was started on procuring of continuous improvement and innova- the “Créalo” (“Believe it”) program. a positive impact on the environment strategic alliances with third parties in- tion projects proposed by the leaders of and public health, and would improve volved in mass transport, with the aim innovation in 2012. To date, more than The Technological Solutions Roundtable mobility, especially in the city of Bo- of complementing EEB’s experience and nine initiatives have been successfully and the logistical management of corpo- gotá and its surrounding areas, which that of its affiliates in the generation, implemented, whilst others are in the rate events stand out amongst the main are priority areas for the application of transmission, distribution and commer- 196 development process. organizational innovation results. this kind of clean technology. cialization of energy. 197 Public Utilities and
2013 CHALLENGES Regulation FOR MANAGAMENT OF SPECIAL PROJECTS Provide services with World-class standards Report Sustainability
he office of the VP for Pub- EEB lic Utilities and Regulation, through the office for Manage- Tment of Public Utilities, serves the purpose of promoting a proactive, committed and articulated participation of EEB and the Group in matters per- taining to the city of Bogotá and the territory. This participation must prior- itize matters related to the delivery of energy and natural gas utility services through institutional management, co- Control Center To capitalize on business opportunities related to ordination with public utility companies the use of electricity for mass transport in Bogotá, and the promotion of high impact proj- in which EEB has a significant stake, as outlined ects for the city, based on innovation in the strategic mission to have an articulated and and shared value criteria. Moreover, it Utilities, street lighting, and Science, strategic involvement in activities of the energy is responsible for the design, imple- Technology and Innovation. This allows chain and associated services. mentation and operation of a Sector for cooperation in the definition of pub- Analysis and Information System. The lic policy for the sector. macroeconomic and market informa- With the aim of supporting Bogotá’s tion pertaining to the energy and nat- development plans and programs, we ural gas sectors in the countries where at EEB identify those initiatives with- the Group operates, or is targeting ex- in the city’s Development Plan that pansion, will support strategic decision can be boosted with studies and ac- making processes. tivities that facilitate their growth. In In order to drive forward the energy the context of innovation and shared and natural gas public utility policy, and value strategies, we at EEB promote to ensure its efficient and sustainable the identification and roll-out of high delivery, the Company, through the of- impact projects for the city. fice for Management of Public Utilities, As a result of our involvement in this establishes working relationships with, area, in 2013 we took part in the re- among others, institutional agents in view and approval of the Sole Manu- the context of the Capital District’s Co- al for Street Lighting in Bogotá and in ordination System, the Committee for the promotion and facilitation of urban Administrative Habitat Development, renovation projects contemplated in the 198 and the city’s commissions for Public Human Bogotá Development Plan. We 199 The office of the VP of Special Projects has been studying a number of projects, several of which relate to electric mobility. These projects comprise planning, design, provision, installation, operation and maintenance of electric infrastructure for mass transport systems such as electric buses, trams,
trains and other.
Transmilenio, Bogotá center 2013 CHALLENGES FOR PUBLIC UTILITIES AND REGULATION Provide services with World-class standards Report Sustainability EEB
To consolidate the Sector Analysis and Infor- mation System and the Innovation Manage- ment System of the EB Group. To implement innovation projects, particu-
Energy Towers larly those identified in 2013, in the context of the shared value strategy. To kick-off the action plan to strengthen an innovation culture and the generation of stra- tegic alliances for the development of innova- tion, science and technology projects. were also involved in reviewing other tion that enables the efficient and sus- To implement the innovation model within matters pertaining to the city’s Devel- tainable delivery of energy and natural the Group’s subsidiaries, with a view to iden- opment Plan, and other projects that gas utility services in the short, medi- tifying common issues and thus generating fall within the city’s Land Management um and long term. We also prepare a innovation synergies. plan. In addition, we support electric monthly report on energy and natural mobility, street lighting and alternative gas demand, which supports strategic energy generation projects. decision making. Lastly, we conduct a In the context of the Sector Analysis periodic survey to measure the quali- and Information system, we prepared ty of delivery of energy and natural gas and presented a study on the energy utility services. This information is used situation in Bogotá and the region. This to manage improvement plans with the initiative provides relevant informa- service delivery companies.
202 203 Integrated
2013 management system CHALLENGES FOR THE INTEGRATED MANAGEMENT SYSTEM (“SGI”) Provide services with World-class standards Report Sustainability EEB EB has an Integrated Man- EEB has monitoring and controls of the agement System (Sistema de SGI, such as the two internal audit cy- Gestión Integrado “SGI”), which cles, the external audit carried out by Eis made up of 21 processes and the “Veritas Certification Bureau” (which 102 procedures for the energy trans- found zero non-conformance incidents) mission business which covers design, and key contractors’ audits. Management construction, operation and mainte- undertook the annual revision of the SGI nance of electric energy transmission to evaluate, amongst other things, its systems and the equity portfolio cover- performance, the results of the audits, ing identification, evaluation, consolida- and the indicators arising. In particular, tion and oversight of investment in the in 2013, the advances in the implementa- energy sector, within the focus of con- tion of the information security manage- Seek the recertification of the SGI under the Incorporate best practices for project manage- tinuous improvement and the search for ment system and the business continuity quality rules of ISO 9001:2008 and NTCGP ment under the PMI and innovation manage- innovation. The SGI is certified under management system were analyzed in 1000:2009, the environmental rules of ISO ment of the SGI. the international rules: ISO 9001:2008 order to identify actions for improvement. 14001:2004 and the occupational health and Position “Ánfora” as an integrated manage- (quality), ISO 14001:2004 (environ- Achievements in the management safety rules of OHSAS 18001:2007. ment tool in EEB with a projected integration ment), and OHSAS 18001:2007 (occu- of the SGI were: obtaining the ener- Maintain the certification of the SGI under the into the Group. pational health and safety); as well as gy management certification under rule energy management rules (efficient energy) Strengthen the management and monitoring ISO 50001:2011 (management of ener- 50001:2011, the entry into operation of ISO 50001:2011. by EEB, as parent company, of the standard- gy) and the national quality rule NTCGP the “ISOLUCIÓN” tool, which seeks to Obtain certification of the SGI under the in- ization of management systems at a corpo- 1000:2008. As parent of the EB Group, automate the documentation of the pro- formation security management rule ISO rate level. EEB issued guidelines for the standard- cesses and procedures of the SGI un- 27001:2005. ization of management systems within der the “Ánfora” project, the publication Group companies. These form part of of the standardization manual for the the performance analysis of each com- group companies and the implementa- pany and the analysis of the possibility tion of the corporate governance model of generating synergies that leverage for the control and analysis of synergies sustainable growth. within the EB Group.
204 205 To be an excellent Sustainability Report 2013 place to work CHAPTER Collaborators of EEB Collaborators To be an excellent
2013 place to work
To attract, retain and develop talent, offering opportunities Report Sustainability
for growth, optimal working conditions and benefits To be an excellent place to work EEB that improve the quality of life of co-workers. EEB’s Staff
What does it entail? “Súper Bien” program and activities to From 2014 to 2017 we plan to implement strengthen leadership and organization- a people and organizational development At EEB, our organizational purpose is to al culture competencies. model in all of the Group’s subsidiaries. provide a working environment based This model will be based on change man- on generating trust, one that is capa- How do we measure our agement, organizational culture and in- ble of integrating values like integrity, performance? novation. In addition, we will continue transparency, equity and respect. To to consolidate the excellence model, as that end, we envision a leadership mod- The Corporate Leadership Model com- well as strengthening the Súper Bien and el aligned with our corporate strategy prises organizational competencies and Wellbeing programs, and promoting ini- that promotes the organization’s cultur- competencies by level of contribution tiatives and benefits in order to attract Why is this important? al identity through its values. for different job groups. Through job and retain the best talent. evaluation, this model has allowed us he accomplishments of the What is being done about it? to identify the level of development re- Generating value through business are firmly ground- quired for each employee in his/her role commitment ed in the behavior and lead- The organization develops, drives and and apply a follow up and performance T ership of its employees. This encourages the full potential of employ- measurement system based on mutu- The strategic management of the is the reason why it is important to ees as individuals, teams and the or- ally agreed individual plans, in line with Company has allowed us to identi- steer employee development towards ganization as a whole. This contributes the Strategic Corporate Plan (Plan Es- fy key success factors for each role strengthening their competencies, im- to effective and efficient management, tratégico Corporativo, the “PEC”). in the organization. This in turn en- proving their performance and pro- leveraging the organization’s strategic ables us to ensure the successful exe- moting knowledge management, objectives. To that end, the organization Where are we heading? cution of our strategic objectives and which is critical for the business and has developed a strategy to nurture the align the knowledge, skills and goals the collective learning that enables working environment integrating activ- EWe at the Company are committed to of employees with roles and organi- 208 adaptability to change. ities from the Wellbeing program, the continuous improvement and innovation. zational processes. 209 eeb map of
culture
and change
management 2013
HOW I RELATE TO OTHERS
Report Sustainability Corporate To be an excellent place to work
EEB Values
WHAT IS SEEN ABOUT ME C O E Organizational N C F I D E N Competences
HOW I FEEL WITH MY TEAM AND MY ORGANIZATION Working
Environment COMPETIVENESS
HOW I MANAGE E Corporate GROWTH Excellence V A C P
210 211 SUSTAINABILITY Employee and work GRI 2.8 104 workes by 39%
contract-type 2013 practices policy LA 1
84
percentage of
employees by
gender Report Sustainability To be an excellent place to work Women EEB 130
20 166 61% Men
36
Fixed-term Indefinite-term contract contract
Committee of the President of EEB
The implementation of these policies is reinforced through information and awareness initiatives for subsidiaries, such as meetings, workshops, hand-
outs, etc. LA 2 In 2013, in order to cope with the demand for staff originating from trans-
mission projects awarded to EEB, as workers 61 employee well as the expansion of the employ- by age 49 turnover ee base as approved by the Board, we 43 n line with the Corporate Respon- hired 115 employees using competen- sibility Framework Policy, the cy based selection processes with both Women Group’s Employee Policy provides internal and external candidates. This Men a framework with principles that provided an incentive for employee de- 76 31 I 73 respond to our commitment to devel- velopment and mobility, and allowed 64 oping human and organizational talent. the Company to achieve its goals. 7
It also allows us to be recognized as an The considerable growth of EEB has 19 8 27 excellent place to work. called for a change in organizational 8 As the parent company of the Group, structure, which may have created a 18 to 35 36 to 50 50 to 65 Voluntary we at EEB draft and implement a set of sense of instability among employees. New Hires Layoffs Resignations policies that reflect the identity, knowl- Because of that, action plans in 2014 years years years edge and best practices that we apply will be focused on recovering trust, with in the development of our activities and cultural reinforcement activities and our that we look to transfer to our subsid- Wellbeing program, supported by the 212 iaries and business units. initiatives of Súper Bien. 213 In Colombia, 98% of our employees are based in the Andean region, with the remaining 2% based in the Caribbean region.
Collaborator of TGI Economic benefits Wellbeing Development
• Home purchase loans • Employee leave and • Competency develo- • Quality of life loans time-off on top of sta- pment
2013 • Holiday aid tutory requirements • Academic loans and • Holiday bonus • Recreational and scholarships • Performance bonus sporting activities • Performance • Discounts and pro- • Training workshops in • Training program motions with retailers a variety of areas of through the “Súper interest for employees Bien” program and their families Report Sustainability To be an excellent place to work EEB
* EMPLOYEE RELATIONSHIP * MANAGEMENT
EEB offers a number of channels to communicate with its employees including:
Working at height, collaborator of EEB
Corporate meetings
“Entérate” blog
At EEB, we offer, among other things, At EEB, we respect the freedom of as- Enteratv LA 3 economic, wellbeing and develop- sociation and we recognize the right to ment benefits to all of our employees. collective bargaining. Because of that, Coffee with the President EEB’s Collective Bargaining Agreement we have signed up to provide a number (Convención Colectiva de Trabajo, the of benefits to employees of the “Sin- People Managers “CCT”) sets out specific benefits avail- traelecol” union. These benefits are Dialogue with employees able to those employees covered by overseen by the Labor Relations Com- the agreement. Nonetheless, in the mittee, made up of Company represen- Corporate emails spirit of equity, the Company strives to tatives, employees and the union. The direct these benefits to the improve- committee meets periodically to discuss ment of living conditions of all em- matters of common interest in a space ployees and their families, as well as of open and direct communication, re- (For more information on our employee relationship activities please see chapter 4.1 providing initiatives to facilitate an ad- porting back on its decisions to all em- (Generating Value with Global Responsibility.)) 216 equate work life balance. ployees who are part of the union. 217 wellbeing EU 14 at eeb Employee
“Work & Life Balnace” Certificación Básica LA 11 2013 development
“Work & Life Balnace” Certificate
La Corporación Transparencia por Colombia Report Sustainability To be an excellent place to work EEB
In the context of the Company’s Strate- gic Plan, and as part of the People and SÚPER BIEN INITIATIVES Organizational Development model, the Organizational Development project has he leadership of each employee been conceived and is due to be imple- at EEB supports the achieve- mented from 2014 to 2017. Over this súper bien 1. Timetable and Working Organization 5. Economic Benefits ment of the strategic objec- period of time, the following activities initiatives 1.a. Renaissance 5.a. My house Ttives. We have a leadership will be carried out: 1.b. “Súper bien” Salon 5.b. Merit model aligned with our corporate strat- 1.c. “Miniviernes” (Mini-Fridays) 5.c. Preferred Customer egy, which, based on our values and • Development of the culture and 1.d. Wellness Ticket 1.d. Wellness Ticket corporate competencies, defines com- change sustainability program at petencies for each role’s level of contri- EEB through innovation knowledge 2. Internal Communication and Information Policies 6. Family Services bution. This practice creates synergies networks. 2.a. Best Practices 6.a. Balance School that contribute to the development of • Program to reinforce an innovation 2.b. “Entérate” (Get informed) 6.b. Orientation employees, teams and the organiza- culture. 2.c. “Píldoras de balance” (Balance Tablets) 6.c. Protection tion itself. This, in turn, drives forward • Review and adjustment of the lea- the development of employees’ poten- dership model. tial both individually and collectively, • Strengthening of the working envi- 3. Personnel Development 7. Measurement and Control System which contributes to effective and effi- ronment. 3.a. “Créalo” (Believe it) 7.a. GPTW cient management. • Assimilation of corporate values. 3.b. “Aprende” (Learn) 7.b. Merco As part of our commitment to continu- 3.c. “Excelencia” (Excellence) ous improvement in order to consolidate The competencies that make up the lea- our excellence model, we, at the Com- dership model at EEB are key to the suc- pany, are structuring the Group’s people cess of People Management processes. 4. Health Development 8. Self Initiative and organizational development process. Among these competencies, it is worth 4.a. Working without stress 8.a. Once upon a time in EEB... This involves the integration of elements noting the following: promotion, through 4.b. “Kilómetros de Vida” (Life Kilometers) across the business that are relevant to the Build It (“Créalo”) program, of crea- 4.c. To be - spoiled Organizational Culture such as Change tivity and innovation. This enables the Management, Working Environment, In- initiation of innovative processes throu- 218 novation and Corporate Values. ghout the organization’s value chain. 219 leadership Competencies model Phase 1 at President’s PEC performance contribution level Construction management
L of Objectives NA S IO TR AT AT IZ EG N Y 2013 A G R O Competencies Competencies at at Supervisors’, Vice-presidents’, Selection by Directors’ and Phase 2 Operators’ and competencies Support Staffs’ General Secretary’s Monitoring of contribution level contribution level Objectives Organizational Knowledge culture, climate Management and wellness Report Sustainability ORGANIZATIONAL CULTURE To be an excellent place to work
EEB Phase 3 Compensation Human and Strategy organizational Feedback Performance development regarding Rating compliance with Performance objectives
Competencies at Competencies at Professionals and Managers’ and The adjustment to competency levels is the top level of the organization. Once Advisors’ contribution Leaders’ contribution measured annually and is recorded as a these objectives are agreed and ap- level level strategic KPI in the Strategic Corporate proved, they are rolled-out in teams Plan’s (Plan Estratégico Corporativo, the across the organization. This approach “PEC”) balanced scorecard. In 2013, the ensures there is order and consisten- adjustment to corporate competencies cy when defining objectives, so that in- was evaluated at each of the Strength- dividual goals are leveraged at every geb people and HUMAN ORGANIZATIONAL ening project workshops. level of the organization. This results organizational The model comprises organizational in a clear alignment with our corporate development model competencies and competencies by con- strategy, thus adding value to it. A. Development of behavioral-tech- niques competencies A. Performance tribution level for different job groups. The strategic management of com- In the context of employee appraisals pensation has allowed us to identify key Roles profile Performance Model (Management Assessments, 360 reviews success factors for each of the jobs in and self-assessment team sessions), the organization. These key success fac- Gap adjustments on role profiles/ Fulfillment of Objectives selection process these competencies allow us to identify tors ensure the achievement of objec- strengths and gaps (improvement op- tives in the strategic plan, aligning the Levels of Contribution INPUTS Gap adjustments on portunities) for employees and the or- knowledge, skills and goals of people Leadership model ganization as a whole. In effect, the with organizational roles and processes. B. Organizational Competencies competencies contribute to the design This has led to a Salary Structure de- Knowledge Maps Leadership Model of individual solutions (People Develop- sign for the whole organization, which ment) as well as organizational solutions is anchored on internal equity and ex- BD training themes C. Knowledge Management (Organizational Development). ternal competitiveness (against a refer-
INPUTS ence group) criteria. Development Plans Innovation Project Definition of performance The definition of performance objec- objectives and associated tives cascades down from the objectives Management of organizational culture compensation at the top level of the organization. Once these objectives are agreed and Change Working Corporate Innovation Management Environment Values Culture The definition of performance objectives approved, they are rolled-out in teams 220 cascades down from the objectives at across the organization. 221 The definition of performance objectives cascades down from the objectives at the top level of the organization. Once these objectives are agreed and approved, they are rolled-out
in teams across the organization.
Christmas lights in Bogotá, 2013 employee Percentage of employees that received development an evaluation and formal review of 63% figures Percentage their performance during the period of employees 2013 in question, the total number of covered by the 37% process map Women employees, broken down by gender and competency development, senior management Men (President, Vice- Presidents, Managers)
Percentage
Report Sustainability of employees covered by the
Percentage of employees that received To be an excellent place to work 2% process map an evaluation and formal review of and competency EEB their performance during the period in development, middle question, the total number of employees management within senior management (President, 1% (directors and Vice-Presidents, Managers) leaders)
Percentage of employees covered by the process map and competency development, professional and supervisory Percentage of employees that received roles an evaluation and formal review of their 7% performance during the period in question, the total number of employees within middle management (directors and leaders) 0,02% Percentage of employees covered by the process map and competency development, technical and other roles
100 Percentage of employees that received an evaluation and formal review of 45,56% their performance during the period in question, the total number of employees 27,78% in professional and supervisory roles 80
60
100% 100% 100% 100%
40 Percentage of employees that have received an evaluation and formal 8% review of their performance during the period in question, the total number of employees in technical and other roles 5,93% 20
0 224 0 20 40 60 80 100 225 people
oriented talent
management Phase 2 Areas of Phase 1 model Training Needs organizational Knowledge knowledge Maps 2013
The Right Development Report Sustainability Phase 3 Phase 4 Succession.
Career To be an excellent place to work Training Plan Management development. EEB of Results Performance evaluations, learning and collaboration.
Design of training plans
EEB’s Staff At EEB, we encourage development and In addition to on-site training pro- foster the growth of employees with a grams, virtual classes, an intranet da- sense of corporate responsibility and tabase and an Integrated Innovation business vision. To that end, we develop Management System, we also offer academic programs, cross-organization- loans and scholarships to promote the al leadership training, and specialized academic development of our work- and technical training. These initiatives force. With these scholarships and respond to the needs that have been loans, we sponsor participation in ed- Performance evaluation and identified with the help of knowledge ucational programs that are aligned monitoring maps, which are prepared according to with our business, like undergraduate role profiles and the employee’s capa- and postgraduate programs, benefiting EEB’s achievements stem from each em- Strategic Plan (Plan Estratégico Corpo- bility level. The training policy is open employees as well as the organization. ployee’s performance, which is based on rativo, the “PEC”) by means of mutual- to all employees as long as they meet 30% of investment for training and the Leadership Model. The Company’s ly agreed individual performance plans. the requirements and parameters set development at EEB was directed at top management was involved in the de- The management indicators in the out by this policy. developing and updating the capabili- velopment of this model so that it would SIG-SIMEG are mechanisms to con- Development policies at EEB are ties of employees from the office of the help identify talent needs in the context trol and measure performance that based on a close examination of our Vice-president of Transmission. Close to of strategy, the organization, organiza- enable the PDCA cycle in each pro- employees’ needs and our projections COP$200 million was invested in train- tional capabilities and critical competen- cess. In addition, appraisals and as- in terms of building knowledge and ing programs in the country and abroad cies for its successful execution. sessments performed in relation to corporate competencies. These poli- in areas covering environmental man- At EEB, we have a performance eval- the working environment, culture, cies are implemented following a spe- agement, community relationships, uation and monitoring system based leadership and innovation are key cific approach and a set of results, maintenance, operations, regulations, on standardized performance metrics. contributing factors to the People which are then reported in order to project management, best practice in 226 These are aligned with the Corporate Management agenda. generate better plans. energy transmission, and others. 227 average number people Selection by competencies of training Ensuring suitability and oriented talent encouraging development hours per year and mobility management
Technical and other roles model 2013 Organizational Culture, Knowledge Management Women Climate and Wellness Managing continuous Confidential Dialogues Professionals and supervisors development and the Co-existence Agreements transfer of knowledge and Identification of strengths Men organizational learning Opportunities for imporvement Team-working Middle Management (Directors and Leaders)
Report Sustainability Performance Compensation Strategy Aligning the contribution of To be an excellent place to work Senior Management Valuation of roles: Reflecting the company’s workers with EEB (President, Vice-Presidents, Managers) the relative value of those roles that of the PEC, setting out to the company, determining challenging objectives that requirements and making internal promote a culture of excellence. and external comparisons. Payroll outsourcing. 0 50 100 150 Flexibility.
Human and Organizational Development Facilitating the evolution and effectiveness of the organizational culture by way of a Corporate leadership model that is aligned with the Strategy and is oriented towards the personal As a result of our people management ini- development of our workers. tiatives and the fulfillment of our commit- ments, we have achieved the following:
• A new organizational structure and riential workshops. This experience The Right Way The Right Results workforce planning project was laun- created spaces for personal grow- The Right People Performance management, Aligned to the corporate ched at EEB to respond to our busi- th as well as group and organizatio- Personnel Selection performance evaluation strategy Targets Management, ness needs. The Board of Directors nal growth; conveying the company’s and compensation Colaboration y compensation approved this project in June 2013, excellence model, supporting team resulting in the creation of 223 new achievements, leadership and cama- jobs, restructuring several areas in the raderie, and promoting the assimi-
Company and strengthening the key lation of corporate values as part of WHO ARE YOU? HOW DO YOU BEHAVE? WHAT DO YOU GET AT EEB? Transmission area of our business. the Group’s ÉTICAEB campaign. • We carried out the implementation • We developed the Route to leaders- of approved roles and reclassifica- hip (Ruta hacia el liderazgo) project, Abilities Competencies, tions. This exercise observed per- thanks to which we understand the Aptitudes Values, Objectives sonnel requirements for different ascent to the summit. This program Interests Behaviors projects and followed a transpa- sets out an objective to be achieved rent competency based selection at each camp along the way. process, which built on role pro- • The President’s Committee (Comi- files aligned to business strategy té de Presidencia) took part in the and involved a number of external process of strengthening leaders-
agents. As a result, 95% of staff hip competencies by building trust The Right Development vacancies and 100% of project va- among all committee members. The Succession. Career Creating learning through experience cancies were filled. objective was to have a positive im- development. Performance evaluations, learning • In 2013, we rolled out an employee pact on people, processes and EEB and collaboration. 228 awareness strategy through expe- corporate strategy. 229 Occupational EU 16
EU 21 2013 CHALLENGES health and safety
iven the importance of looking analysis puts in place the necessary after our employees’ physical controls to prevent hazards from ma- and psychological wellbeing terializing and to mitigate risks. This Report Sustainability we have, at EEB, an Occu- process considers all staff involved in G To be an excellent place to work pational Health and Safety Policy with- activities undertaken by the Company, EEB To draft a jobs and salary structure and imple- Organizational Development Model applicable to in the Integrated Management System including contractors and temporary ment it by 2014-2015 to enable the Company all subsidiaries of the Group. This is a project con- (Sistema de Gestión Integrado, the or one-off visitors to facilities where to attract, motivate and retain talent capable of templated in the 2014-2017 Corporate Strategic “SGI”). These guidelines deal with the the Company operates. For this pur- driving forward business growth vis-à-vis other Plan (Plan Estratégico Corporativo, the “PEC”), principles of prevention, participation, pose we, at EEB, have the support of companies in the sector. The People Management and it comprises the following key activities over identification and the control of risks SURA, an Occupational Risks Insurer office is responsible for this task. this period of time: and hazards linked to each job; as well (Aseguradora de Riesgos Laborales, Within a five-year period we will operate and as the promotion and encouragement “ARL”); AON, an Insurance Broker; compete like a private company, mindful that 2014: To implement the people objectives, of a safety culture among employees in and a medical service. there is a large public interest in our operations. performance and development phase at EEB. all activities and areas. At EEB, the prevention of work We plan to consolidate the Group following world- 2015: To identify high potential employees at The Health and Safety at the Work- related sickness and accidents is class corporate practices. These practices will al- EEB; to implement the people objectives, perfor- place Management System program paramount. Taking into account our re- low the Company to leverage its workforce in mance and development phase in subsidiaries; (Sistema de Gestión en Seguridad y quirements and priorities, we currently, supporting expansion processes through employ- and to consolidate the training and development Salud en el Trabajo, the “SG-SST”) is in cooperation with the ARL, the insu- ee mobility policies, giving continuity to company process at EEB. prepared and implemented every year. rance broker, and under the supervision guidelines and benefits. 2016: To consolidate the training and devel- It is based on the risks and hazards of COPASO, have a development plan To implement a monitoring program for out- opment process in subsidiaries; and to measure, matrix and the concept of continu- in place. In 2013, we organized an oc- placement processes (managed exits) in the follow up, make adjustments to and control the ous improvement. These variables are cupational health and safety fair in or- medium term. Its objective will be to provide EEB model. measured and prioritized in the pro- der to raise awareness among staff and guidance and training to employees who are leav- 2017: To measure, follow up, make adjust- gram in order to control and prevent contractors of the importance of heal- ing the Company or are being transferred to a dif- ments to and control the model in subsidiaries. them. This initiative is intended to add th and personal and professional safety. ferent business unit within the Group. value to the organization by means of As part of this event different activities EEB is an organization committed to people With the integrated management system we can training of and creating awareness where conducted such as contests, drills and organizational development. The Compa- analyze how the organization develops and en- among employees. Both of these fac- and recreational activities, all with full ny has a People Management excellence model courages the full potential of its employees at tors lead to a reduction or avoidance staff participation. that ensures the strategic needs of the business individual, team and company levels. This con- of work-related incidents and acci- In terms of sector specific deve- LA 8 and its employees are aligned in order to create tributes to the effective and efficient operation of dents, which have a negative impact lopment, we conduct annual training solutions that encourage satisfaction and collec- the business, leveraging strategic objectives and on man-hours and cause damage to and accreditation programs with staff tive prosperity. As part of the people manage- aligning People Management process to other pro- equipment and facilities. from the Vice-president of Transmis- ment processes we have created a People and cesses in the company. Within the SGI, EEB has implemen- sion’s office. They undertake, super- ted a matrix to identify hazards and vise and inspect work in elevated evaluate occupational health and sa- locations. We also conduct training in fety risks. This system is applied in all electrical risk and update the Electri- processes, activities and projects un- cal Installations Technical Workbook dertaken by the Company, in both rou- (Reglamento Técnico de Instalaciones 230 tine and non-routine operations. This Eléctricas, the “RETIE”). 231 Given the importance of looking after our employees’ physical and psychological wellbeing we have, at EEB, an Occupational Health and Safety
Policy within the Integrated Management System
(Sistema de Gestión Integrado, the “SGI”).
Collaborators of TGI 0 Reporting and incident 2 LA 7 management 1
work related In the event of an incident oc- 1 accidents and
2013 curring, at EEB we have proce- Women 1 work related dures and templates in place to Men sickness cases report these to the Occupation- 1 al Risks Insurer (Aseguradora
de Riesgos Laborales, the “ARL”) 1 2 and the SGI, as well as for en- absenteesim
quiry purposes, action planning, caused by work
Report Sustainability 0 3 and the corresponding closure of related accidents To be an excellent place to work Storehouse of EEB Quinta Pérez the matter with lessons learned 8
EEB and work related to prevent these incidents from 4 sickness cases happening again. The processes related to identification, manage- Women 2010 Men ment, investigation and recording of occupational risks and inci- 0 2011 dents are documented in the SGI 4 2012 and audited on an annual basis. 0 6 In addition, at EEB we have a wellbeing ment to unionized employees and those program, created to promote recreation- covered by the agreement, in accor- 2013 al and sporting activities among our em- dance with the table that outlines all 120 ployees and their families. Many of these relevant jobs and their requirements disabilities activities are geared towards minimizing (which were satisfactorily agreed with 100 caused by occupational health risks. These activities staff). As a result, some of our achieve- common 80 include stress management workshops, ments within our occupational heath sickness 73 seminars, flexible working arrangements, and safety record are: 60 54 50 yoga classes, swimming lessons for chil- Women dren of employees, enrolment in internal • The creation of a quarterly medical 40 34
and external sports tournaments, cultur- board made up of ARL professionals, 20 Men 38 38 al advancement classes, cooking lessons, AON and COMPENSAR to deal with 28 32 ecological hikes, and other varied classes and analyze all occupational heal- 0
and activities. th related issues such as tempo- 2010 2011 2012 2013 We also have agreements with fam- rary disabilities, special treatments,
ily welfare funds (cajas de compen- analysis and recommendations in 1000 sación familiar) to facilitate access to respect of EEB staff. absenteesim
discounted services like gyms, classes, • Delivery of 40 hours of training and 800 caused by and holidays, among others. We also accreditation for work in elevated common
have memberships with private gyms to locations with participation from 29 600 sickness LA 9 provide preferential sign up and mem- engineers and technicians from the 680 bership rates. The Company has a hol- Vice-president of Transmission’s offi- 400 362 Women iday center in Ricaurte, Cundinamarca, ce. This initiative is a requirement for 192 196 with special rates for staff, retirees and them to carry out their duties and to 200 their families. guarantee their safety. It therefore Men 210 179 213 173 The current collective bargaining impacts accident avoidance as it re- 0
agreement includes a provision to pro- lates to the high-risk roles as identi- 2010 2011 2012 2013 234 vide all necessary work related equip- fied by and present at EEB. 235 frequency and
severity of
occupational 2.31 health and safety 6.00
incidents at eeb 2013 2010 CHALLENGES 2011 4.42
2012
Report Sustainability Number of accidents
2013 X 1000000 hours To be an excellent place to work EEB
Goal 2013
3.10
To develop and implement epidemic surveillance sys- tems to control psychosocial and osteo-muscular risks 5.62 To update, develop and train emergency teams at each EEB location. To ensure guidelines are adopted in all of the Group’s subsidiaries. Eventually, this will allow the in- 6.94 tegration of methodologies and information platforms, 20.00 thus allowing for joint management and the devel- opment of synergies among the different companies. This type of infrastructure would also support the ex- ecution of different projects and would allow for im- proved learning from lessons learned throughout the team. With this in mind, we have scheduled training 17.70 programs and created synergies within the EB Group.
Number of days lost X 1000000 hours
12.41 11.75
236 237 2013 CHALLENGES IN PENSION MANAGEMENT Report Sustainability To be an excellent place to work EEB
EEB’s Staff
To optimize the administration of pension dues by outsourcing it to a specialist firm that en- sures the adequate separation of functions and the accurate application of collections and pay- ments in this area. To devise a strategy to improve administrative services (health, wellbeing, etc,) related to the benefits enjoyed by retirees and their families.
Pension managements EC 3 ed periodic meetings with the Pensioners We have kept strict control on the man- Association and with the medical service agement and payments of pensions and provider in order to follow up on and social security for our retirees. To that guarantee service provision. end we use two trust funds (fiduciarias), These are the contribution percent- which have delivered strong results. ages for pension plans: We have participated in the celebra- tion of Pensioners’ Day by providing food • Percentage of salary contributed by and beverages, and have supported a the employer: 12% number of requests from the Pension- • Percentage of salary contributed by 238 ers Association. We have also conduct- the employee: 4% 239 Improving the quality of
Sustainability Report 2013 life in the communities where we operate CHAPTER Wayuu traditional weaving traditional Wayuu Improving the
2013 quality of life in the communities
Report Sustainability where we operate EEB Improving the quality of life in the communities where we operate
To prevent, mitigate and redress the impact generated by the Productive Project, cultivating beans Group companies’ operations in the areas where they are directly present. Likewise, to strengthen bonds with the community and cooperation on sustainable human and territorial development, in order to create social, economic and environmental value. nerships with local organizations and interest in them. Secondly, we eval- multiparty agreements; and interna- uate their perception of the different tional aid resources. projects we undertake, using both for- With this in mind, we execute En- mal and informal measurement mech- What does it entail? vironmental and Social Management anisms. This, together with the main Plans (Planes de Manejo Ambiental y activities we conduct to improve the Our social commitment is about con- Social, the “PMAS”), we support pro- quality of life within our area of influ- solidating our position as a key play- ductive projects that benefit the com- ence, responds to the need to iden- er in the regions where we operate by munity, we execute communication tify their expectations, opportunities means of continuously evaluating the plans for development, we invest in for improvement, and the strengths impact on the social component, knowl- human development and capability of each project. edge management, human develop- training programs, and we promote ment and the execution of community efficient energy consumption, with Where are we heading? based productive projects that support the objective of improving living con- development. All this, within the frame- ditions in the communities within our We aim to consolidate our position Why does this matter? work of our Global Responsibility Model area of influence. as an organization recognized for its and sustainable development. contribution to the improvement of Within the Global Responsibility com- How do we measure our the quality of life of the population pact’s framework, the social develop- What is being done about it? performance? within its area of influence. To that ment of the regions where we operate is end, we work on projects to promote a priority for EEB. That is why we trans- At EEB we manage, within the Group’s Every year we conduct a survey to efficient energy consumption, the form our economic activity, the provi- Global Responsibility Model, our re- measure the impact of the projects development of scientific thinking sion of public utility services, in a driving lationship with the community and we deliver focusing on two key vari- in children from these communities, force of sustainable development. This strengthen our bonds with it by using ables. Firstly, we are interested to and the development of different generates added value in the communi- our own resources and those of sub- see how the communities grade us in channels of communication through 242 ties within our area of influence. sidiaries; resources from strategic part- terms of Social Responsibility and our arts and culture. 243 plementation of a social plan to make Social Policy agro-business more robust. Another project worth highlighting
2013 is the second implementation phase of guinea pig farming as a sustainable al- ternative to support the vulnerable dis- placed population of the Red Juntos from the Santiago municipality in Putumayo. In this phase, suitable accommodation was developed and improved to make Report Sustainability the place habitable, and transform it into a place for farming. To that end, a point EEB Improving the quality of life in the communities where we operate Productive Project, cultivating blackberries (“mora”) of sale was established and properly equipped to commercialize guinea pigs in the urban centre of Santiago, with a view to meeting several millennium ob- jectives like reducing poverty, mitigating unemployment, and improving quality of life and income levels. The Environmental Management Plans consider, for the operational phase of the projects, the execution of the “Social and Community Participation Program”. The objective of this program Generating value through is to create stronger links to the com- commitment munities within the area of influence of the Company by supporting projects Mindful of the importance of generating that improve living conditions and the Wayú Weavers shared value, the Bogotá Energy Group development of these communities. Foundation (Fundación Grupo Energía Throughout the execution of proj- de Bogotá) undertakes, as part of its ects, the HSE area at EEB promotes activities, sustainable projects to gen- the development of activities that con- erate and drive forward the develop- tribute to local development, conscious ment of communities, as well facilitating that it is the government’s responsibil- friendly neighborly relations. ity to meet the basic needs of the pop- ll of us at EEB and the GEB rights, promoting its development One example is a project to improve ulation. The main pillars that support Foundation are aware of the and generating positive relations with production methods and the quality local development are education and Group’s Social Policy and of the community. We achieve this by of kidney beans. This initiative bene- employment generation, which is why A our importance as the peo- conducting projects within four main fits 89 small producers and 28 districts a number of projects are undertaken ple responsible for implementing it. themes: human development, knowl- through the application of agricultur- as part of the Environmental Manage- As such, we embrace the guidelines edge management, communication for al best practice and the improvement ment Plans, from the moment transmis- that it sets out and use it as a behav- development, and work with commu- of commercial channels for the associ- sion lines start operating. From them it ioral framework to acknowledge the nities where there are environmental ation of bean producers from the mu- is worth highlighting the involvement of territorial, social, religious, cultural and social infrastructure productive nicipalities of San Francisco, Sibundoy, the local population within the area of and procedural diversity of the plac- projects. In addition, we apply the and Colón, in the Putumayo depart- influence in activities that require un- es where we operate. This allows us same criteria of equity and good be- ment. This facilitates the consolidation skilled labor, related to the Geotechni- to act in an impartial and transpar- havior to our employees and the team 244 of a socioeconomic model and the im- cal Stability Program of the tower sites. ent manner, with respect for human members of the Foundation. 245 Social management
2013 and projects within areas of influence In 2013 we handed out Report Sustainability EEB educational notebooks Improving the quality of life in the communities where we operate na, thus strengthening local community research groups. These groups record valuable biodiversity information, which (on electrical risk prevention) is used to develop biodiversity friend- ly production methods and help protect key species in these areas. As a result of these activities we to 15,495 students have accomplished the following:
• Trained 884 children in science and technology. • Reviewed teaching and communica- tion materials to reflect the contribu- as well as tion of energy towards development. • Set up the Committee for Voluntary Projects that benefit the community in order to support the execution of 4720 kits Productive Project, cultivating blackberries (“mora”) productive projects and the develo- pment of a new work stream of mo- dular social infrastructure. for the scientific, artistic and athletic • Designed, agreed and executed School Environmental Projects, aimed at the development of children. conservation of species in the depart- n our areas of influence we look to ments of Putumayo and Cauca, be- develop scientific thinking in chil- nefiting approximately 3,000 children dren, young professionals and aca- within the area of influence. 9 projects Idemics, by implementing the Seed • In 2013, we handed out educational no- Program (Programa Semilleros), scientif- tebooks on electrical risk prevention to ic clubs, and the annual Fabio Chaparro 15,495 students, as well as 4,720 kits executed with communities within the area of influence. award for the best graduation projects. for the scientific, artistic and athletic de- Since 2010, we have involved the velopment of children. 9 productive pro- population from rural forest areas in jects executed with communities within 246 monitoring activities of flora and fau- the area of influence. 247 All of us at EEB and the GEB Foundation (Grupo
EB Fundación) are aware of the Group’s Social
Policy and of our importance as the people responsible for implementing it. As such, we embrace the guidelines that it sets out and use it as a behavioral framework to acknowledge the territorial, social, religious, cultural and procedural diversity of the places where we operate.
Traditional Wayú Textiles 2013 Social management case study from our subsidiary’s Indigenous communities OG 9 Miska Wasi Program
Cálidda covers 100% of the natural gas connection costs (US$ 500 approximate- In 2013, an agreement was signed with the Putumayo department that benefited ly), making it possible for several community centers to benefit from it and re- Report Sustainability 62 milk-producing partners. Of them, 70% are indigenous from the Inga and Ka- ducing monthly fuel costs by as much as 70%. With GLP, a typical community kitchen spends S/. 300 a month, while natural gas costs are only S/. 80 a month. EEB Improving the quality of life in the communities where we operate mentsä tribes, and the remaining 30% are small farmers, with an average family The program includes training in nutrition and food hygiene.
size of 5. The purpose of this agreement is the overall improvement of diary pro- According to testimonies from beneficiaries, with these savings they can afford duction and commercialization. to buy more and better food and therefore prepare healthier and more varied dishes. In this way, a contribution is made to the quality of life of the more than 19,000 people that are served every day at the 185 community kitchens that the To prevent and mitigate operational risks, we handed out informational notebooks program helped.
to 52 children from the Inga Condagua community in Mocoa, Putumayo and the As part of the Miska Wasi program, an action plan called “Manos a la Olla” is un- dertaken, which is a gastronomy competition that was held for the second time in Yanacoa community in Santa Marta de Santa Rosa, Cauca; 277 children from the 2013. In 2013, leading women representing the 185 community kitchens bene- Cametsa community in San Francisco, Putumayo; and 658 children from de Inga fited by the Cálidda Miska Wasi program participated. These kitchens are located in 6 Lima districts: San Juan de Lurigancho, San Juan de Miraflores, El Agustino, community in Santiago. We also delivered 158 scientific and musical kits to chil- Los Olivos, San Martín de Porres and Villa María del Triunfo.
dren from the Inga community in San Andrés in Santiago - Putumayo. The purpose of “Manos a la Olla” is to showcase the creativity of these women, who use their talent every day to prepare healthy menus, with only a handful of In the planning of the Tesalia-Alférez project, three indigenous communities were ingredients and a very limited budget. These are the same women who lead dif- ferent initiatives for the development of their communities. identified. the “Las Mercedes” indigenous reserve, in the Ríoblanco municipali- The awards allow leading women from community kitchens to: ty - Tolima; and the Triunfo Cristales and Nasa Kwe’s Kiwe indigenous reserves • Prevent malnutrition by preparing healthy, nutrient rich menus. in Florida - Valle del Cauca. During the preliminary intervention phase we held • Improve the level of hygiene in the meals they prepare. Pre-Consultation and Installation Consultation meetings with them, accompanied • Reduce cooking times by using more advanced equipment. • Develop small startups supported by industrial cooking equipment. by the Directorate of Consultation from the Interior Ministry.
250 251 Community
2013 relationship CHALLENGES management FOR SOCIAL MANAGEMENT WITHIN OUR AREAS OF INFLUENCE Report Sustainability EEB Improving the quality of life in the communities where we operate
To continue evaluating the social component To roll out a Communications strategy for de-
of projects underway and to implement strate- velopment that recognizes cultural diversity EU 20 gic projects to meet their social targets. (Theatre to the districts), adapting learning To develop a work stream for modular so- materials to reflect the cultural diversity of our cial infrastructure in order to add value to areas of influence and promoting other forms EU 24 energy efficient constructive design, and to of communication for development following PARCIAL In addition, we have created a Facebook respond to the requests from communities the travelling Maloka model. page taking advantage of recent devel- involved in community centers, schools and To support productive projects in line with the Productive Project, cultivating flowers opments in information and communi- health centers. life plans of indigenous communities within cations technology. On this page, we To identify an action plan for using energy our area of influence. This implies reinforc- publish the different projects the Foun- sources that improve living conditions in the ing cultural values through the production of dation is working on, we have informa- communities like solar panels and light-bulbs, traditional handcrafts from the Kamentsa-In- tion related to the Group, and we record intelligent light posts, etc. ga indigenous community in San Francisco the comments of visitors to the page. To generate knowledge management agree- - Putumayo, and reinforcing cultural identi- We have a system to collect and re- ments with academic excellence centers, both ty through “chagras” and smaller species to t EEB we have several mech- spond to requests, complaints, and at a domestic and international level. improve food security for 100 families in the EU 20 PARCIAL anisms at our disposal to claims related to the day-to-day mainte- To build alliances and structure methodologies Inga indigenous community in San Andrés. connect with different com- nance and operation of our transmission to develop scientific thought. To kick-off consultations with the Triunfo munities and all those inter- lines. Any member of the community To publish population social traits description Cristales and Nasa Kwe’s Kiwe indigenous EU 24 A ested in the work we do with them. can access the system through our in- maps within areas of influence of the Group communities in the municipality of Florida - PARCIAL For instance, within our areas of in- spectors, engineers, and maintenance Companies. Valle del Cauca. fluence we have social managers. technicians, as well as via mailboxes They are responsible for outlining, installed in municipality buildings with- preparing, agreeing, implementing, in the transmission lines’ area of influ- evaluating and following up on the ence or at Company offices. And we projects we undertake as part of also have an Ethical Channel to report our community work. We also hand questions, requests or complaints re- out educational materials in order lated to our ethical behavior and that to prevent operational risks arising of our suppliers, contractors and other 252 from our assets. entities we partner with. 253 To access our Ethical Channel, our communities and other stakeholders con go to the following link www.eeb.com.co/empresa/transparencia/canal-etico
Wayuu traditional weaving In addition, field professionals visit and Universidad de Nariño). Its ob- Bogotá Energy Group the communities and pick up on their jective is to help nine students from needs and suggestions. This allows us strata 1 and 2 to become profession- to verify what infrastructure and ser- als. The beneficiaries of the program
2013 Foundation vices are required, such as the im- live in municipalities within the area provement of sports facilities, building of influence of the Energy Transmis- access roads for districts, renovating sion and Natural Gas Business Unit community booths, etc. in the departments of Huila, Cauca, The Foundation’s policies are aligned Putumayo, and Nariño. Out of their with the Group’s corporate policies and own initiative, the beneficiaries en- fall within the action framework fol- roll on the undergraduate program Report Sustainability lowed by management at subsidiaries of their choice. The Foundation com- and business units. These policies set mits to provide a full scholarship, and EEB Improving the quality of life in the communities where we operate out non-negotiable and mandatory be- a monthly stipend for food, accom- havioral guidelines, which are critical modation, and materials’ expenses. to the adequate delegation of authority This intends to improve the quality of and contribute towards cohesion in the life of students, keeping them from organization in order to achieve stra- dropping-out and guaranteeing they tegic objectives. can complete the program. Some of the projects undertaken by the Foundation include: Beneficiaries take on a commitment to get high grades, and the Foundation fol- • BEST ICFES (national standardi- lows up on their performance. zed test) project • Second phase of the guinea pigs pro- This initiative, aimed at the best per- ductive project in Santiago - Putu- SO 1 PARCIAL forming students from each graduat- mayo. 66 displaced families have ing class in municipalities along the benefited from the project.
route of transmission lines and gas • Bean productive project. In San SO 10 transportation, benefited six stu- Francisco - Putumayo, 89 sma- PARCIAL dents. Its objective is to facilitate ac- ll producers have benefited from cess to ongoing, and the successful the project. completion of, higher education in all • Development of new coffee pro- regions where the Group’s Companies duction methods in Gachetá, Ga-
Beneficiaries of productive project, breeding “cuyes” (guinea pigs) have operations. This project provides chalá and Ubalá (Montecristo) financing for undergraduate programs - Cundinamarca. in Colombian universities approved • Cacao agro-forestry system in the by ICFES and selected by its partici- Mámbita region and Ubalá - Cundina- pants. The Foundation also supports marca, benefiting 80 families living he Foundation undertakes tion, and donations from two of the social public policy aimed at strength- in Mámbita, Soya and San Pedro de EC 8 a number of activities that Group’s Companies (EEB and TGI). ening community participation, and Jagua. PARCIAL the Group considers critical In 2013, COP$1,649,816,768 was broadens its area of influence. • Household orchards in Aldana - Na- T to ensure sound business invested in programs. riño, benefiting 25 families. development and the sustainability To determine the relevance of • REGIONAL SCOLARSHIPS • Municipal greenhouse in Funes - Nar- EU 19 of energy transmission projects. At community projects submitted to the ño, benefiting 25 families. the moment, it receives two types of Foundation, municipality Development This project was born from the alli- • Milk cooling tank in San Francisco - funding: regular funding that guar- Plans within the areas of influence are ance of two higher education insti- Putumayo, benefiting 62 Katmetsa 256 antees the operation of the Founda- taken into account. tutions (Universidad Surcolombiana indigenous families. 257 2013 CHALLENGES FOR THE FOUNDATION Report Sustainability EEB Improving the quality of life in the communities where we operate
To leverage resources from alliances with orga- To take part in the design and implementation nizations, local entities and sponsors. of the sustainability strategy for community proj- ects from the Group’s Companies.
Productive projects
• Blueberry production in Palestina - • Recovery and conservation of the Huila, benefiting 43 families. Andean bear habitat in Gachetá - • Agro-forestry greenhouse in Timaná Cundinamarca. - Huila, benefiting 37 districts. • Improvement of access roads for far- In early December the volunteering mers from the San Roque, Campo program ONE MORE (UNO MÁS) was Hermoso and Bocademonte districts, created and there now 31 volunteers to allow them to take their products registered with the EB Group. 258 to Mámbita in Ubalá - Cundinamarca. 259 Having a sustainable Sustainability Report 2013 value chain CHAPTER Screws used in energy towers Having a
2013 sustainable value chain Report Sustainability EEB Preventing and mitigating the environmental, social and labor
Parts of energy towers Having a sustainable value chain impact from relationships with third parties in the value chain Moreover, we conduct audits within the and realizing development opportunities with partners and allies framework of the Integrated Manage- ment System in order to identify oppor- tunities for improvement among critical goods and services providers, drafting improvement plans if need be. Where are we heading? We draft development plans and re- What does it entail? lationship building strategies in line with Our commitment going forward will be our Supplier Profiling Matrix and in line reflected in the implementation with- Our commitment is geared towards with the opportunities for improvement in our parent company and our subsid- building and reinforcing long-term trust we have already identified throughout iaries of the Integrated Supply Model. based relationships, and the develop- the course of our work with them. In particular, we will focus on securing ment of the capabilities of our suppliers. accreditation of our processes, policies We strive to improve the economic How do we measure our and procedures by the Chartered Insti- and social performance of our suppliers, performance? tute of Purchasing and Supply (CIPS); steering them towards responsible and and consolidating our scores in the Dow Why does this matter? independent management, by imple- Internally, the Corporate Strategic Jones Sustainability Index. menting development and relationship Plan (Plan Estratégico Corporativo, the e are committed to building programs. This allows us to en- “PEC”) and the Integrated Management Value generation through strengthening the value courage innovation and process optimi- System help us monitor our perfor- commitment chain in all processes and zation, as well as competitiveness and mance and achievements by measur- Woperations of the organiza- the strengthening of SMEs. ing key performance indicators. Our commitment to developing a sus- tion. Because of this, we regard suppli- Externally, we are measured against tainable value chain looks to position ers and contractors as strategic allies, What do we do about it? benchmarks and a reference group in and consolidate the corporate reputation as they are the first link of the sup- the Dow Jones Sustainability Index of the Group in the country and in other ply chain. In 2013, purchases and ser- We work with information from our sup- (DJSI). In terms of supply chain, we markets where it operates. This contrib- vice contracts accounted for 75.17% of pliers and use it as the input for anal- scored 82/100 in our industry sector utes to us being internationally recog- the EEB’s budget. Therefore, it is para- ysis and for managing their financial, within the emerging markets category. nized as a conglomerate committed to mount to create synergies and develop reputational, environmental and social In addition, we use our Corporate Rep- sustainability and Global Responsibility, strategies to deal with these relation- risks. We also supervise their fulfillment utation Survey to measure our suppli- strengthening its supplier network, and ships to ensure the economic profitabil- of required procedural and technical ers’ perception of the Company and the promoting the development of SMEs and ity and social and environmental benefit standards to identify opportunities for activities we have conducted in order to other suppliers within the areas of influ- 262 of our operations. improvement, particularly among SMEs. consolidate the supply network. ence of the Group’s operations. 263 Supply supply
platform
2013 policy Report Sustainability EEB Having a sustainable value chain
To translate the commitments outlined on this policy into day-to-day activities, procedures for Supply Management are
Pieces of towers energy found on the Integrated Management System. These provide guidelines to follow when purchasing goods and ser- vices, which are applicable across all processes of the organization. In 2013, we conducted visits to sub- sidiaries to work on a joint action plan and we held two Corporate Supply Meet- ings where we discussed our goals, chal- lenges and common objectives. This has facilitated the implementation of our ur Supply Policy defines the Supply Policy in our subsidiaries, and en- framework within which the abled us to have greater integration and Group Companies promote synergies among the relevant areas in Obest practice in supply, rein- each company of the Group. forcing the relationships with our sup- We also developed a Virtual Supply ply network and understanding that the Collaboration Platform, which helps us performance of our suppliers and con- share content in the cloud, including pol- tractors is important for the achieve- icies and procedures, reports, innovative 264 ment of our strategic objectives. projects and best practice in sustainability. 265 Please go to the following link for more information on our Supply Policy: www.eeb.com.co/responsabilidad-global/politicas-corporativas
High voltage cables (Por favor incluir dentro de la matriz que se encuentra a continuación, los siguientes porcentajes)
• Proveedores No críticos: 44% • Cuellos de botella: 29% • Apalancados: 12% Supply • chainEstratégicos: 15% supplier
profiling
matrix High 2013 management 29% 15% Bottle Necks Strategic Medium Report Sustainability Low HSEQ criticality level HSEQ criticality
EEB 44% 12% Non-critical leveraged Having a sustainable value chain Insignificant
Routine Restrictive Relevant Critical
Supply criticality levels
Occupational Environmental Supply Industrial Health Security Risk Security
Suspension clamps for transmission line cables You can find out more about our registrar of suppliers at the following link: http://www.eeb.com.co/proveedores-y-contratistas/como-ser-proveedor-o-contratista-de-eeb
In 2013, we strengthened our Regis- accessible at any point in time. The trar of Suppliers, a tool that allows us criteria we follow for choosing sup- he Supplier Profiling Matrix was four different groups according to their to know each of our suppliers and ac- pliers includes environmental perfor- developed in the Supply Man- profile and establish purchasing mech- cess their details to facilitate future mance and international accreditation, agement office. This matrix al- anisms according with the level of risk supply processes. We have 440 reg- as well as legal, reputational and fi- Tlows us to prioritize suppliers they represent for our operation. In istered providers at the moment. Be- nancial risks. These criteria are con- using SISO, environmental safety and addition, general risks associated with sides financial, legal, and technical sidered in the assessment we perform supply risk criticality criteria. The ma- supply are considered in the risk man- information on each supplier, the reg- prior to activating a supplier in the 268 trix has helped us organize suppliers in agement system of the Company. istrar includes online documentation registrar system. 269 2013
figures for
sustainable 100% 100% management 6 6 of the supply 2013 chain
Number of suppliers audited Number of critical suppliers audited Percentage of critical Percentage of total suppliers audited contracts with suppliers that have clauses related to social, environmental and HR 1 governmental impacts Report Sustainability HR 2
EEB 100%
80 Having a sustainable value chain HR 5
Percentage of contracts that have Number of contracts that have clauses related HR 6 clauses related to the respect for to the respect for human rights human rights
Construction cables. Project in execution
HR 7 0,25% 110
Number of suppliers and contractors that have undergone Percentage of suppliers and contractors screening on human rights matters that have undergone screening on human building, development and recogni- mensions of supplier and contractor rights matters tion of excellence. management such as strategic planning, This innovative tool not only allows us financial planning, customer focus and to manage the performance of suppli- Global Responsibility guidelines. Suppliers to be ers and contractors, but also to support The development of suppliers has four strategies formulated by the Company main pillars: cooperation, transparency, In accordance with the Audit Plan within the Integrated Management System. audited in 2014: and the Group. We plan to implement solidarity and Corporate Social Respon- 17 the tool in 2014, with a view to extend- sibility. The objectives of the program ing and adapting it to the needs of sub- are to work hand-in-hand with suppliers sidiaries over the course of the year. in the implementation of short, medium and long term improvement plans in or- Evaluation of suppliers After reviewing the procedures Development of suppliers der to meet required standards, contrib- comprising the evaluation of suppli- ute to the development of our business The performance evaluation of sup- ers, the Supply Management office The Supply Management office is com- in the country and encourage suppliers pliers by the Group is based on glob- developed a performance evaluation mitted to contributing to the sustainable to be self-sustaining. ally accepted standards and practices tool that will enable us to produce di- development of companies that supply In 2013, we carried out “Dialogues (ISO, International Center of Com- agnostics and identify potential gaps goods and services, by promoting the with suppliers”, with a total of 27 par- merce and the auditing handbook es- for us to bridge by way of programs supplier development program. This ini- ticipating suppliers including critical and 270 tablished by the Company). related to improvement, relationship tiative looks to strengthen different di- strategic ones, as well as SMEs. 271 The Supply Management office is committed to contributing to the sustainable development of companies that supply goods and services, by promoting the supplier development program.
Motherboard Local sourcing
Whenever possible, we will promote and prioritize purchasing and hiring contrac- Number of local
2013 tors in Colombia, with a view to contrib- suppliers uting to the sustainable growth of the organization and the competitiveness of our national industry. 310
Report Sustainability local
sourcing EEB
EC 6 Having a sustainable value chain
Management of supplier relationships Percentage of the company’s suppliers that are local 70,5% The main objective in terms of our rela- advances in tionships with suppliers is to strengthen strenghtening of existing relationships, which is why we Business conference
local supply 18.056 73.970 93.973 227.473 81,9% 45,4% 24,1% 68,9% developed relationship-building strate- gies. These are guided by principles of figures in millions of 125 14.793 33.615 22.617 156.731 trust and one-to-one communication, colombian pesos as well as clear and timely channels. 472 The main communication mecha- nisms we use with our suppliers are:: 2010 • Supplier and contractor portal: This In 2013, we held the first Group Busi- 2011 298 web-based space allows current and ness Roundtable, with participation potential suppliers of the Company from 238 suppliers and contractors. 2012 to find information about public ten- In total, 435 business meetings were 440 ders, events, our purchasing fra- held. The attendees had the oppor- 2013 mework, how to become a supplier tunity to learn more about the com- Value of total Value of purchases Percentage of budget Total Number of Suppliers purchases from local suppliers allocated to making or contractor, etc. panies that are part of the Group and purchases from local suppliers • Ethical Channel: This mechanism provi- the activities and projects of each of des a space to report fraud, corruption, its subsidiaries, as well as their in- or inappropriate or illegal behaviors. vestment and expansion plans. • Technical scoping meetings: In the- Opportunities for sustainable development se meetings we provide clarification The first Business Roundtable
Within our activities we are taking the first steps towards promoting and encouraging green purchases, fo- with regard to the scope of services helped us bring together the com- cusing at first on efficient energy consumption. To that end, in 2013, we prioritized laptops in our computing required in private tenders. panies of the Group and our suppli- equipment purchases as they consume 50% to 80% less energy than a desktop computer. This contributed • Conversations with suppliers in the ers under the slogan: “The Group to the Company’s ISO 50001 Energy Management Systems certification. context of the Global Responsibility strengthens valuable alliances with 274 Model. our suppliers and contractors”. 275 economic, environmental 28 and social Total number of direct analysis of suppliers identified as critical
suppliers 2013 6,4 CHALLENGES Percentage of critical suppliers FOR SUPPLIER MANAGEMENT evaluated against economic, environmental and social criteria Report Sustainability
EEB 25,11 Percentage of purchases Having a sustainable value chain made from critical suppliers Environmental SHORT TERM: MEDIUM TERM: To define the supply model in order to im- To strengthen the competitiveness of the
Laboral Number of existing suppliers prove effectiveness and efficiency on related group through process improvement and its con- evaluated against the processes. solidation as a reference point for best practice in economic, environmental 110 110 110 110 DDHH and social criteria To strengthen and streamline the Suppli- the energy sector. er Management Information System both at To promote local sourcing and reinforce the
Society Group and subsidiary level. supply network in our areas of influence. *During 2013 we didn’t find supliers with high economic, To promote our corporate values and best The extend supplier relationship practices to environmental or social risks or with posible negative im- pacts on this dimensions. This evaluation is made during practices throughout the supply chain in terms subsidiaries. the suppliers registration. of sustainability and Global Responsibility To implement the Supplier Relationship Build- To improve the timeliness and effectiveness of ing and Development Program. communications mechanisms Looking for the sustainability To update and socialize the Supply Policy so LONG TERM: of our suppliers that it covers all of the Group’s subsidiaries. To consolidate the Comprehensive Supply To design and set up spaces to provide infor- Model between headquarters and subsidiaries. During the purchasing process our provide personal protection to contrac- mation and guidance for our suppliers in re- To position the Company as an international suppliers are informed of the Ten tors working in risk areas. lation to topics such as internal policies and reference point for Dow Jones Sustainability Principles of the Global Compact, Within the relationship building spac- procedures, technological tools, changes in Index indicators. which we use to pro- es that we set up with legislation and requirements to participate in mote respect for Hu- To learn more about our our suppliers, such as a tender (“EEB en Contacto”). man Rights and to the Business Round- To review and make adjustments to the sup- ethical management, support best practices table or the Dialogues plier pre-qualification system. in labor, environmen- go to chapter 3. with Suppliers, we com- To raise the baseline for subsidiaries accord- tal and anti-corruption municate to over 250 ing to the Matrix of Global Supply Responsi- GOVERNMENT, ETHICS, standards. current and potential bility Indicators. The Integrated Man- TRANPARENCY AND suppliers our Corporate To design the Supplier Recognition Program agement System or- Values, anti-fraud and and implement the new supplier evaluation RISK MANAGEMENT ganizes - following the anti-corruption policies, framework. guidelines of the Quali- and our Code of Ethics. ty System - training and inspection pro- Moreover, the company has an Ethical grams on SISO and vaccinations and Channel in place to report incidents of training and inspection of those who fraud and corruption. 276 277 Thank you
www.eeb.com.co
Electrical Substation GRI Table
Sustainability Report 2013
Financial CoP Table Statements CHAPTER Annexes
BluePrint Table Sustainability Report 2013 GRI Table CHAPTER Key Reported in full Reported partially Not reported Not applicable
GRI Indicator Location and/or comments Page Status GRI Indicator Location and/or comments Page Status 2013
Profile Allocation of CO2 emission rights In Colombia there is no defined framework for compensation via car- EU5 or equivalent, organized by carbon bon bonds. To learn about the EEB compensation mechanisms please - 1. Strategy and analysis trading scheme go to the “Caring for and respecting the environment” chapter.
Statement from the top decision 3. Report parameters 1.1 Message from our president 4 maker Report profile
Description of the main impacts, GRI Table 1.2 Risk Management 78
Report Sustainability risks and opportunities. 3.1 Covered period About Our Report 8
2. Organizational profile 3.2 Date of the previous report Date of the previous Report: March 2013. GRI Table EEB
2.1 Name of the organization General Company information 16 3.3 Report presentation cycle Report presentation cycle: Annual GRI Table
2.2 Main brands, products and services Stock portfolio 18 Names and contact details 2.3 Organizational structure Stock portfolio 18 Empresa de Energía de Bogotá S.A ESP
2.4 Location of headquarters General company information 16 External Relations address
Carrera 9 # 73-44 Number of countries in which the 3.4 Contact details GRI Table 2.5 Stock portfolio 18 Company operates Tel: 3268000 ext. 1549,
Email: [email protected] 2.6 Ownership and legal structure General company information 16 Bogotá - Colombia • Stock portfolio 19 Location of the Report on the website 2.7 Market coverage • EEB’s Transmission Business 26
Scope and Coverage of the Report • Stock portfolio 19 Dimensions of the reporting orga- Process to define the content of the 2.8 • EEB’s Transmission Business 26 3.5 Definition of material matters 108 nization report • Employee policy and working practices 213 3.6 Scope of the report About Our Report 8 • Stock portfolio
• Message from our president Indicate the existence of limitations 2.9 Significant changes 19 3.7 in the scope or coverage of the About Our Report 8 • During 2013 there were no significant changes in the Company’s report capital share structure or other type of shares The criteria for the inclusion of 2.10 Awards and distinctions Achievements, Awards, and Distinctions 33 3.8 information from subsidiaries, joint About Our Report 8 ventures, and contractors EEB does not have a controlling stake in any energy generation Installed capacity, broken down by businesses nor does it manage any energy generation plants. None- The report observes the data gathering guidelines outlined in EU1 primary energy sources and regula- - theless, the installed capacity for transmission is outlined under the version 3.1 of the GRI. Any variations or differences from the tory regime Data measurement techniques and “Energy Transmission Business” heading. 3.9 GRI guidelines in terms of estimation methods and calculations GRI Table criteria for making calculations specific to EEB are reported along with the corresponding data in Net energy production, organized EEB does not have a controlling stake in any energy generation busi- the report. EU2 by source of primary energy and - nesses nor does it manage any energy generation plants. regulatory regime Description of the effect of using The report does not include data from previous reports that have 3.10 revised information from previous GRI Table been revised. Distribution and service activities are excluded from the scope of this reports Number of residential, industrial, EU3 report. The EEB’s Transmission Business does not have residential, - institutional and commercial clients industrial, institutional or commercial end customers. Significant changes with regard to previous periods pertaining to The report does not present any significant changes as compared to 3.11 GRI Table Length of surface and underground the scope, coverage, or valuation previous reports. EU4 transmission and distribution lines EEB’s Transmission Business 26 methods used in this report by regulatory regime 284 285 GRI Indicator Location and/or comments Page Status GRI Indicator Location and/or comments Page Status
GRI Table of Contents External social, environmental and 4.12 Participation in Sustainable Initiatives 30 economic programs Table indicating the location of 3.12 GRI Table GRI Table essential contents in the report 4.13 Main associations Guilds and Associations 31 2013 Verification Stakeholder involvement
Current policy and practice in The report has not been verified externally. The CoP was reviewed 3.13 relation to the request for external at an advanced stage by the local Colombian network of the Global GRI Table List of stakeholders engaged by the 4.14 Involvement of stakeholders 104 verification of the report Compact. organization
4. Governance, commitments and stakeholder involvement EEB has identified as stakeholders population groups with whom the Identification and selection of 4.15 different areas of the company have a relationship and represent a GRI Table GRI Table Governance stakeholders
Report Sustainability risk to the operation or can be affected by it. The Governance structure of the 4.1 Corporate Governance 51 organization EEB 4.16 Inclusion of stakeholders Involvement of stakeholders 104 Committees at the top Governance 4.2 Our Board of Directors 53 level Concerns and/or topics of interest 4.17 Involvement of stakeholders 105 The Governance structure of the arising from stakeholder involvement 4.3 Our Board of Directors 53 organization Management focus to guarantee • Management of the electricity transmission business 4.4 Communication mechanisms Our Board of Directors 52 EU6 sort-term and long-term availability 182 and reliability • Message from our president
Outline of remuneration for Gover- 4.5 Board of Directors Remuneration 55 nance members and top executives Management programs oriented Distribution and service activities are not included in the scope of towards demand, including residen- this report. Within EEB’s energy transmission business, under current Procedures to deal with conflicts of EU7 - 4.6 Conflicts of Interest 54 tial, commercial, institutional and national regulations, the use of management programs oriented interest industrial programs towards demand is not applicable.
Definition of required experience 4.7 and capability for members of the Our Board of Directors 52 Research and development activities top Governance body aimed at providing reliable elec- EU8 Management of special projects 197 tricity and promoting sustainable • Mission 36 development 4.8 Mission and values statement • Management activities relating to ethics, transparency and 59 competition
Provisions for decommissioning EEB does not operate nuclear electricity generation plants, nor do EU9 nuclear plants any of its subsidiaries. • Our Board of Directors
• The Board of Directors relies on the Global Responsibility Committee to supervise the management of activities related to Economic performance indicators sustainability in the economic, environmental and social areas. Procedures for the top Governance This committee is made up of Managers from all the Group’s Economic Performance body to supervise the organization’s subsidiaries, and Vice-Presidents and Directors from EEB. The management of economic, envi- committee meets twice a year and is responsible for reporting to Direct economic value generated 4.9 ronmental and social performance, the Board of Directors the results of its analysis, proposals, and 52 and distributed, including revenue, including related risks and oppor- controls. exploitation costs, employee tunities, as well as compliance with remuneration, donations and other • In addition, the Board of Directors will review matters related to EC1 Relevant facts for 2013 134 required standards investments in the community, Global Responsibility as necessary in its monthly meetings. benefits yet to be distributed, and • The coordination of the implementation of the sustainability payments to governments and strategy (Global Responsibility Model) is the responsibility of an capital providers. advisor who is committed full time to this matter.
Procedures for performance Financial consequences and other 4.10 Our Board of Directors 52 appraisals risks and opportunities for the EC2 - organization’s activities related to Commitments to external initiatives climate change.
4.11 Precautionary Principle Risk Management 74 286 287 GRI Indicator Location and/or comments Page Status GRI Indicator Location and/or comments Page Status
Retirement Pension Management Efficiency of thermal plant gene- EEB does not have a controlling stake in thermoelectric energy EU11 ration by source of energy and generation businesses, nor does it manage plants generating this - The General Pensions System in Colombia has two main schemes: regulatory regime type of energy. Average Payment: Electricity losses in the National Transmission System are estimated 2013 Lifelong disability pension. Losses in transmission and distribu- EU12 by XM, the operator of the system, which is an entity that is inde- GRI Table tion as a percentage of total energy • Funerary aid. pendent of EEB.
Coverage of the organization’s com- • Two additional allowances. Indicators of environmental performance EC3 mitments related to social benefit 238 programs • Earnings between 1 and 3 times the current minimum wages. Materials Voluntary Savings: Materials that were used, by weight
Voluntary savings are permitted depending on the savings capacity EN1 Table of Materials Used. 163 GRI Table or volume of each person. Report Sustainability
The current retirement age for women is 57 and for men is 62, with Percentage of materials used that EN2 - a minimum requirement of 1.275 eligible weeks, increasing to 1.300 are valued materials EEB by 2015. Energy
Shareholder Composition (The main shareholder of EEB is the Bogotá Direct consumption of energy EN3 - Significant financial aid received Capital District). broken down by primary sources EC4 17 from governments During 2013, EEB did not receive any other form of significant finan- Indirect consumption of energy cial aid from governments. EN4 Table of the organization’s energy consumption. 159 broken down by source
Energy savings as a result of con- Market presence EN5 servation and efficiency improve- Energy 159 ments Comparative range of starting All employees have a salary higher than the national minimum legal salaries broken down by gender and wage. The lowest salary paid at EEB is 46% higher than the national Initiatives to provide products and EC5 the minimum legal wage in locations GRI Table minimum legal wage. The lowest salary paid at EEB does not reflect services that are energy efficient where the Company has significant any type of gender bias. EN6 or based in renewable sources, and Energy 159 operations. reductions in energy consumption as a result of these initiatives. Policy, practice and proportion of overall spend corresponding to local EC6 Local supply 274 suppliers in locations where the Initiatives to reduce indirect energy Company has significant operations. EN7 consumption and reductions achie- Energy 159 ved with these initiatives.
Procedures for local hiring and Water proportion of top executives 9,65% of employees at executive, management and director levels EC7 coming from local communities in come from local communities. At EEB we define Senior Management GRI Table EN8 Total water collection by source Total water collection. 164 locations where the Company has as Presidency, Vice-Presidency, and Management roles. significant operations. Water sources significantly affected The local water utility company collects the water and there is there- EN9 - by water collection. fore no significant impact on water sources. Indirect economic impacts
Development and impact of invest- Percentage and total volume of EN10 - ment in infrastructure and services recycled and reutilized water. EC8 provided mainly for public benefit EB Group Foundation (Grupo Energía de Bogotá Foundation) 253 through commercial agreements, Biodiversity pro bono, or in kind.
Understanding and description of significant indirect economic Description of land located next to EC9 Operational profile of the businesses 90 impacts, including the scope of said or inside protected natural areas impacts. or unprotected areas with high biodiversity. Indicate the location EN11 Table of operations in areas of high biodiversity value 166 and size of land of high biodiversity
Planned capacity vis-à-vis long-term value (in areas other than those forecasted electricity demand, EEB does not have a controlling stake in energy generation busines- protected) that is owned, rented, or EU10 - broken down by energy source and ses, nor does it manage energy generation plants. managed by the company. regulatory regime
288 289 GRI Indicator Location and/or comments Page Status GRI Indicator Location and/or comments Page Status
Weight of transported, imported, Description of the most significant exported or treated waste conside- impacts on biodiversity in protected red hazardous on annexes I, II, III EN24 None took place during the year in question. GRI Table natural areas or unprotected areas and VIII of the Basel Convention, 2013 with high biodiversity, resulting from Table describing the most significant impacts by processes, products EN12 168 and percentage of waste transpor- the activities, products and services and services in protected areas or areas of high biodiversity value. ted internationally. in protected areas and areas of high biodiversity value (other than protected areas). Identification, size, protection status and biodiversity value of water sources and related habitats EN25 The Company does not generate significant or industrial spillages. GRI Table affected by water spillages and
Biodiversity in compensation areas GRI Table EU13 compared to biodiversity in affected Restored or protected habitats table. 170 run-off water from the reporting Report Sustainability areas organization. EEB Products and Services EN13 Restored or protected habitats Restored or protected habitats table. 170
Initiatives to mitigate the envi- Strategies and activities (carried out ronmental impact of products and EN14 and planned) to manage impacts on Biodiversity and reforestation. 165 EN26 Monitoring and control of environmental management 149 services, and the level of impact biodiversity. reduction.
Percentage of products sold, and Number of species, broken down their packaging, that are recovered The activity of electricity transmission conducted by EEB does not by risk of extinction, included on EN27 - at the end of their life cycle, broken include any activities covered by this indicator. the IUCN’s red list and national Table of total number species on the IUCN’s red list and national lists down by product category. EN15 lists, and whose habitat is located with habitats in areas impacted by the operation by level of risk of 169 within areas impacted by operations extinction according to the degree of threat to Regulatory Compliance each species. Cost of significant penalties and number of non-monetary sanctions EN28 Costs, Expenses and Environmental Investments 151 for violations of environmental Emissions, Spillage, and Residues regulations.
Weight of total emissions, direct Transportation EN16 and indirect, of greenhouse gases Direct and Indirect GHG emissions 155 (“GHG”). Significant environmental impacts of transporting products and other EN29 goods used for the organization’s Other Indirect Emissions of GHG 157 Weight of other indirect greenhouse EN17 Other Indirect GHG emissions 155 activities, as well as personnel gases emissions. transportation.
Initiatives to reduce the emission General EN18 of greenhouse gases and achieved - reductions. Breakdown by type of total environ- EN30 Costs, Expenses and Environmental Investments 151 Weight of emissions of substances The operations of EEB do not generate substances harmful to the mental expenses and investments. EN19 - harmful to the ozone layer. ozone layer.
Performance indicators of employment practices and work ethics Weight and type of NOx, SOx, and The operations of EEB do not generate NOx, SOx, or other significant EN20 - other significant aerial emissions. aerial emissions. Employment
Total spillage of waste waters, by EN21 EEB does not generate industrial waste. - Programs and processes to ensure type and destination. EU14 EMPLOYEE DEVELOPMENT 219 the availability of skilled labor
Total weight of waste generated by EN22 Table of Waste Produced. 162 type and treatment method. Percentage of employees meeting all requirements for retirement wi- Percentage of employees approaching retirement. (100% of emplo- EU15 GRI Table Total number and volume of signifi- thin the next 5 to 10 years, broken yees approaching retirement are located in the Andean region) EN23 There were no spillages during the current year. GRI Table cant accidental spillages. down by job category and region 290 291 GRI Indicator Location and/or comments Page Status GRI Indicator Location and/or comments Page Status
Occupational health and safety • Number of men returning to work after their paternity leave: 3
Employees next to retirement: • Number of women returning to work after their maternity leave: 3 Levels of retention and return to 2013 • Number of men working for the Company a year after returning Senior Middle Professionals Technical and LA15 work following maternity or paterni- GRI Table from paternity leave: 3 Management Management other roles ty leave, broken down by gender Policies and requirements related to • Number of women working for the Company a year after retur- EU16 occupational health and safety for 231 ning from maternity leave: 3 contractors and subcontractors. In the In the In the In the In the In the In the In the next 5 next next 5 next next 5 next next next years 10 years 10 years 10 5 10 Employee / Company Relations years years years years years GRI Table 1 1 2 1 1 1 2 2
Report Sustainability • Number of employees covered by a collective bargaining agree-
Percentage of employees covered by ment: 49 LA4 GRI Table
EEB a collective bargaining agreement. • Percentage of unionized employees or employees covered by a collective bargaining agreement: 42,98% Employee policy and employment practices
Subject 2010 Comple- 2012 2013 ted The minimum notice period for notifications related to organizational Minimum notice period(s) related Percentage of women 33% Comple- 50% 36% changes is one (1) month. This information is shared in corporate to organizational changes, including in senior management ted meetings and addressed to 100% of the employees. Changes that LA5 cases where these notifications are GRI Table positions (President, took place during the reporting period, and before it was possible to described in collective bargaining vice-president, mana- communicate them at corporate meetings, were communicated to agreements. gers). employees using different channels like email or via the blog.
Workforce breakdown by type of Percentage of women 25% Comple- 25% 15% LA1 213 job, contract, region and gender. in Middle Management ted Occupational health and safety positions (Directors and Leaders).
Percentage of women 44% Comple- 40% 43% Percentage of employees represen- in Professional and ted 100% of employees are represented in the Joint Occupational Health ted at joint management-employee Supervisory positions. and Safety Committee (Comité Paritario de Seguridad y Salud health and safety committees, set LA6 Ocupacional, the “COPASO”) at EEB. This committee is set up in GRI Table Percentage of women 55% Comple- 59% 43,24% up to help monitor and advise on conformity with Colombian law and is made up by representatives of in technical and other ted occupational health and safety the employer and employees. positions. programs.
Total headcount and employee Rates of absenteeism, work related hiring and turnover rates, broken LA2 Employee policy and employment practices 213 disability, and missed days; and down by age group, gender, and LA7 Report and management figures 235 number of work related fatalities, region. broken down by region and gender.
Number of workdays by employees of contractors and subcontractors EU17 - Training, development, advisory, in construction, operations and prevention and risk-control pro- maintenance positions. LA8 grams related to serious conditions/ Occupational health and safety 231 illness applicable to employees, Percentage of employees from their families or the community. contractors and subcontractors who EU18 - have received occupational health and safety training. Health and safety matters covered LA9 Occupational health and safety 234 by formal agreements with unions.
Social benefits for full time emplo- yees not offered to temporary or Training and development LA3 part-time employees, broken down Employee policy and employment practices 216 by locations with significant levels Average number of annual training of activity. LA10 hours per employee, broken down Design of Training Plans 227 by gender and job category. 292 293 GRI Indicator Location and/or comments Page Status GRI Indicator Location and/or comments Page Status
Skills management and deve- Freedom of association and Collective Bargaining Agreements lopment programs to improve LA11 the employability of workers and Employee Development 219 • Risks in the framework of the Ten Principles of the Global support them in the latter stages of Compact
2013 their careers. Business units and significant • Figures for sustainable management of the supply chain suppliers in which the rights to free- Percentage of employees recei- dom of association and collective • Besides the risks identified in the framework of the Ten Principles 77 HR5 ving regular performance and bargaining may be violated or at of the Global Compact, as part of the human rights impact eva- LA12 Employee development figures 224 270 development appraisals broken risk, and measures undertaken to luation of the business we have reviewed all processes included down by gender. support these rights. in the Integrated Management System at EEB. Based on this, we have developed risk scenarios and preliminary action plans to control risks related to human rights.
Diversity and Equal Opportunity GRI Table Report Sustainability
Make-up of the workforce and Explotación Infantil
EEB corporate governance bodies, broken down by job category, LA13 Our Board of Directors 53 gender, age group, representa- tion of minority groups and other Business units and significant • Figures for sustainable management of the supply chain
diversity indicators. suppliers that are at considerable • As part of the human rights impact evaluation of the business, risk of child exploitation incidents, HR6 we have reviewed all processes included in the Integrated Mana- 270 and measures adopted to contribute Equal Pay for women and men gement System at EEB. Based on this, we have developed risk to effectively abolishing child ex- scenarios and preliminary action plans to control risks related to ploitation. child exploitation within the supply chain.
Comparative ratio of starting sala- Pay for women and men is the same in every job category; except in ries for men and women, broken LA14 the “Middle Management” and “Technicians and other roles” catego- GRI Table down by job category and locations ries where pay for women is 10% higher than it is for men. Forced Labor with significant levels of activity.
Human Rights performance indicators • Figures for sustainable management of the supply chain Business units and significant su- • As part of the human rights impact evaluation of the business, Investment and Supply Practices ppliers that are at risk of having for- HR7 ced labor incidents, and measures we have reviewed all processes included in the Integrated Mana- 270 adopted to contribute to eliminating gement System at EEB. Based on this, we have developed risk all forms of forced labor. scenarios related to potential forced labor incidents within the Percentage and total number of entire supply chain. contracts and significant investment agreements that include clauses HR1 Figures for sustainable management of the supply chain 270 related to human rights concerns or that have been screened from a Security Practices human rights perspective
Percentage of security personnel trained on organizational policies Percentage of suppliers, contractors HR8 - and other significant commercial and procedures in matters related partners who have been the subject to human rights. HR2 Figures for sustainable management of the supply chain 270 of human rights enquiries, and measures adopted as a result of these enquiries Indigenous Peoples’ Rights
Total number of incidents related to There were no incidents related to violations of the rights of indige- Total number of employee training As part of the Company’s overall training program, 100% of emplo- HR9 violations of the rights of indigenous nous peoples reported in 2013 through any of the channels available GRI Table hours on policies and procedures yees receive training related to the Global Responsibility Model and peoples and measures undertaken. at EEB for this purpose. related to human rights matters HR3 the Code of Ethics, both of which include topics related to human GRI Table pertaining to their activities, inclu- rights. The hours devoted to training on this particular subject have ding the percentage of employees Evaluation not been quantified. They need to be validated. who attended these programs.
No Discrimination Percentage and total number of 100% of procedures in the EEB Integrated Management System business units that have been sub- were subject to human rights reviews in order to identify potential HR10 GRI Table Total number of incidents related ject to reviews and/or evaluations associated risks. These procedures cover 100% of the electricity There were no discrimination incidents reported in 2013 through any HR4 to discrimination and corrective GRI Table related to human rights matters. transmission operations at EEB. of the channels available at EEB for this purpose. measures that were taken. 294 295 GRI Indicator Location and/or comments Page Status GRI Indicator Location and/or comments Page Status
Corrective Measures Corruption
49 risks of fraud and corruption have been identified as of 31st December 2013. These were classified as follows according to the Number of complaints related to
2013 absolute level of risk and the Group’s risk evaluation and appraisal human rights that have been filed, There were no complaints related to human rights reported in 2013 HR11 GRI Table methodology: processed and solved by means of through any of the channels available at EEB for this purpose. formal conciliatory mechanisms. • Extreme: 1
Percentage and total number of • High: 11 business units subject to a risk SO2 GRI Table analysis on matters related to • Moderate: 20 Society performance indicators corruption • Low: 17
Local Communities GRI Table In November 2013, the Internal Audit Directorate’s office started
Report Sustainability working with an external consultant to validate the different fraud and corruption risks and review the adequate design, implementation and effectiveness of controls for each of those risks. These activities EEB Stakeholder involvement in decision • EB Group Foundation (Grupo Energía de Bogotá Foundation) 256 will conclude in January 2014. EU19 making related to energy planning and infrastructure development • Identification of material matters 108 Percentage of employees trained Training and communication about anti-corruption policies and SO3 on organizational anti-corruption 67 procedures. policies and procedures.
Measures undertaken in response to • Community relations management SO4 Incident Management and Reporting. 61, 64 corruption incidents. Management of impacts of displa- 90 EU20 • Social management challenges in areas of influence cement 253 Public Policy • Operational profile of business
• Guilds and Associations
• The EEB and other businesses that are part of the Group (Grupo Contingency planning measures, Energía de Bogotá) participate in a number of industry associa- planning and training on emergency tions and associations for the promotion of development in the EU21 Occupational health and safety 231 and disaster management; and Position on public policies and invol- countries where they operate. In pages # # there is a list of all recovery and restoration plans SO5 vement on policy development and Associations EEB is a member of. All activity by the Company in 31, 32 “lobbying” activities. these associations is intended to contribute to the formulation of proposals for the improvement of performance in the energy value chain, in particular electricity and gas, in order to benefit
Percentage of operations where the companies that are a part of it and society at large. The way we conduct ourselves in these forums is shaped by our policies development plans have been • Environmental Impact Studies - EIS 149 SO1 implemented, and evaluation of in the context of the Code of Ethics. impact with participation of the local • EB Group Foundation (Grupo Energía de Bogotá Foundation) 257
community • The Company does not make financial or in-kind contributions to
Total value of financial and in-kind political parties or related organizations in any of the countries SO6 contributions to political parties or where it operates. GRI Table
Number of economically and phy- related organizations per country. • EEB has not made financial or in-kind contributions to political sically displaced people who have parties or related organizations EU22 - been compensated, organized by type of project Unfair Competition Behavior
Total number of actions related to monopolistic practices or practices During 2013, EEB was not subject to any actions related to monopo- • Operational profile of business 90 SO7 70 Business units with actual or poten- against free competition, and their listic practices or practices against free competition. S09 tial significant negative impacts on • Environmental Impact Studies - EIS 149 results local communities. • Management of the electricity transmission business 182 Regulatory Compliance
Monetary value of significant • During 2013, EEB did not receive any significant sanctions or Prevention and mitigation measures • Operational profile of business 90 sanctions and penalties and total penalties related to violation of laws and regulations. implemented in business units with SO10 Management of the electricity transmission business 149 SO8 number of non-monetary sanctions 70 actual or potential significant nega- • Management of market and competition matters related to violation of laws and tive impact on local communities. EB Group Foundation (Grupo Energía de Bogotá Foundation) 182 regulations. • Performance indicators of responsibility over products 296 297 GRI Indicator Location and/or comments Page Status GRI Indicator Location and/or comments Page Status
Access Marketing Communications
Programs, including those in Programs to comply with regula- association with the government, 2013 tions or to observe standards and • At the present time EEB is not bound by any initiative, code or EU23 created to improve or maintain - voluntary codes related to mar- standard related to commercial communications. access to electricity and customer PR6 GRI Table keting communications, including services. • We confirm that the Company does not commercialize any forbi- advertisements, other promotional dden products in the markets within which it operates. activities and sponsorships Information Supply GRI Table Practices to manage cultural, Total number of incidents related to
Report Sustainability • Community relations management language and illiteracy barriers to the violation of regulations pertai- EU24 253 During 2013, EEB did not have any incidents related to the violation access electric safety and customer Social management challenges in areas of influence ning to marketing communications, PR7 of regulations pertaining to marketing communications, advertise- GRI Table services EEB advertisements, promotions or ments, promotions or sponsorships. sponsorships, organized by the type of outcome of these incidents. Customer health and safety
Client Privacy Phases of the products and services life cycle whose impact on custo- mers health and safety is evaluated, Given the nature of electricity transmission activities, EEB does not Total number of duly justified comp- PR1 and if necessary improved; and conduct risk evaluations of the service life cycle. For more on the - laints related to the respect of client During 2013, there were no duly justified complaints related to the PR8 GRI Table percentage of significant products impact on operations, please refer to indicators SO1 and SO9. privacy and client personal data respect of client privacy and client or company data protection. and services categories subject to protection. such evaluation procedure.
Regulatory Compliance
Total number of incidents related Cost of significant penalties re- to violations of regulations or of lated to violations of regulations During 2013, the Company did not receive any significant penalties voluntary codes pertaining to the During 2013, EEB did not have any incidents related to violations PR9 pertaining to the provision and use related to violations of regulations pertaining to the provision and GRI Table PR2 impact of products and services on of regulations or of voluntary codes pertaining to the impact of pro- - of the organization’s products and use of the organization’s products and services. health and safety throughout their ducts and services on health and safety throughout their life cycle. services. life cycle, organized by the type of outcome of said incidents Distribution and service activities are not within the scope of this Percentage of the population in report. Measurement of the percentage of the population in areas EU26 - Number of accidents or fatalities areas without distribution or service without distribution or service is not applicable to the electricity During 2013, there were no third party accidents or fatalities related EU25 in the general public related to the GRI Table transmission business. to EEB’s operations. Company’s goods.
Number of residential discon- Labeling of Products and Services Distribution and service activities are not within the scope of this nections due to lack of payment, EU27 report. Residential disconnections are not carried out as part of the - broken down by length of discon- Type of information about products electricity transmission business. nection and regulatory regime and services required under current The electricity transmission activities carried out by EEB do not inclu- PR3 regulations, and percentage of pro- - de any activities covered by this indicator. ducts and services subject to these requirements. EU28 Frequency of blackouts -
Total number of violations of regulations or of voluntary codes related to information and labeling The electricity transmission activities carried out by EEB do not inclu- PR4 - of products and services, organized de any activities covered by this indicator. EU29 Average length of blackouts - by the type of outcome of these incidents.
Average plant availability in relation Practices concerning client mana- EEB does not have a controlling stake in energy generation busines- EU30 to energy source and regulatory - PR5 gement, including the results of Client management 190 ses, nor does it manage energy generation plants. regime customer satisfaction surveys. 298 299 Sustainability Report 2013 Cop Table CHAPTER Question Answer, Location and/or Comments
Profile of Communication on Progress (CoP)
Answer: CoP format. CoP is part of the EEB Sustainability Management Report. 2013
Answer: What period of time does the CoP cover? January 1st to December 31st, 2013.
Bogotá D.C., 17 de marzo de 2014 Statement by the General Manager (or equiva- Located in the following sections: lent) expressing her/his continuous support for • Message from our President Doctora the Global Compact and renewing the Company’s Report Sustainability commitment to the initiative and its principles. • Participation in Sustainable Initiatives Sandra Stella Fonseca Arenas CoP Table Presidente EEB Empresa de Energía de Bogotá S.A. ESP Answer: Bogotá D.C. • We include the topic of human rights as part of our risk assessment in the framework of the Ten Principles of the Global Compact. Respetado Doctora Fonseca, Description of activities and policies related to • We have identified human rights as a relevant topic for our stakeholders. human rights. Located in the following sections: • Risks in the Framework of the Ten Principles of the Global Compact
La Corporación Red Pacto Global Colombia, presenta a continuación el concepto • Involvement of Stakeholders resultado de la lectura y análisis del informe de gestión sostenible 2013 de la Empresa de • Management of human rights Energía de Bogotá E.S.P. S.A., según los criterios de COP avanzado, política de reporte de progreso en la adopción y compromiso en las siguientes áreas temáticas evaluadas en veintiún criterios: Answer: • We include the topic of labor standards as part of our risk assessment in the framework of Implementar los Diez Principios en las Estrategias y las Operaciones. the Ten Principles of the Global Compact. Políticas y procedimientos robustos de gestión de derechos humanos • We have identified labor practices as a relevant topic for our stakeholders. Description of activities and policies related to Políticas y procedimientos robustos de gestión de los estándares laborales Located in the following sections: employment principles. Políticas y procedimientos robustos de gestión del medio ambiente • Risks in the Framework of the Ten Principles of the Global Compact Políticas y procedimientos robustos de gestión en la lucha contra la corrupción • Involvement of Stakeholders Tomar Acciones para Apoyar los Objetivos y Asuntos más Amplios de la ONU • Global Responsibility Model Liderazgo y Gobernanza de la Sostenibilidad Corporativa • Employee and Work Practices Policy Los contenidos del informe, permiten identificar un nivel de avance correspondiente al Answer:
93%, según la metodología de análisis de los criterios de COP avanzado. Se adjuntan • We include the topic of environmental management as part of our risk assessment in the instrumento de evaluación de indicadores y documento de análisis por líneas temáticas. framework of the Ten Principles of the Global Compact.
• We have identified Climate Change Management as a relevant topic for our stakeholders. La Red Colombiana hace un reconocimiento especial a la Empresa de Energía de Bogotá E.S.P. S.A., por su compromiso y gestión de los principios y propósitos del Pacto Global Description of activities and policies related to Located in the following sections: en su operación y con sus grupos de interés. the environment. • Risks in the Framework of the Ten Principles of the Global Compact • Involvement of Stakeholders
• Global Responsibility Model
• Environmental Policy and Management Cordialmente, • Control and Monitoring of Environmental Management
Answer:
• We include anti-corruption as part of our risk assessment in the framework of the Ten Mauricio López González Principles of the Global Compact. Director Ejecutivo • We have identified Codes of conduct and Anti-Corruption and Bribery Management as a relevant topic for our stakeholders. Description of activities and policies related to fighting corruption. Located in the following sections: • Risks in the Framework of the Ten Principles of the Global Compact
• Involvement of Stakeholders
• Management activities relating to ethics, transparency and competition
• Having a sustainable value chain. 302 303 Located in the following sections: CRITERION 2: The CoP describes the implementation of the value chain
Description of policies and practices related to • Risk Management Located in the following sections: your organization’s operations in conflict areas To analyze carefully each segment of the value • Control and Monitoring of Environmental Management and/or high risk areas. chain (“upstream”/”downstream”), when evalua- • Risk Management • Occupational Health and Safety ting risks, opportunities and impacts. • 2.7 Having a sustainable value chain 2013 Located in the following sections: Located in the following sections: • 2.1 Our operation with Global Responsibility To communicate policies and expectations to • Global Responsibility Model suppliers and other relevant partners. • 2.2 Value creation for shareholders • 2.7 Having a sustainable value chain • 2.3 Caring for and respecting the environment Qualitative and/or quantitative measurements of results that show to what extent objectives/ • 2.4 Provide services with World-class standards To implement monitoring and evaluation mecha- Located in the following sections: indicators have been achieved. nisms (e.g. audits/appraisals) in order to gua- • 2.5 To be an excellent place to work • Global Responsibility Model rantee compliance within the circle of influence Report Sustainability
• 2.6 Improving the quality of life in the communities where we operate of the Company. • 2.7 Having a sustainable value chain CoP Table
• 2.7 Having a sustainable value chain EEB Located in the following sections: • GRI Table To create awareness, educate and implement different types of training programs for suppliers • Ethical behavior: Communication and training and other parties. Answer: • 2.7 Having a sustainable value chain
EEB shares its CoP with stakeholders through. • A website that is easily accessible to all interested parties CRITERION 3: The CoP describes commitments, strategies or policies in the area of human rights • Active distribution to key stakeholders (Investors)
Located in the following sections: Answer:
• We include the topic of human rights as part of our risk assessment in the framework of Evaluating the accuracy and thoroughness of • About Our Report the Ten Principles of the Global Compact. information on the CoP. • Identification of material matters • We have identified human rights as a relevant topic for our stakeholders. • GRI Table • In 2013, we conducted an evaluation of the impact of our business on human rights and Located in the following sections: Any policy, procedure and relevant activity the prepared an action plan taking into account the United Nations Ruggie Framework recom- Company plans to undertake in order to meet mendations, strengthening our commitment to the respect of human rights embedded in Disclosure and transparency standards. • About Our Report this criterion, including objectives, timelines, the relevant corporate policies. • GRI Table metrics, and accountable individuals. Located in the following sections:
CRITERION 1: The CoP describes the implementation in corporate functions and business units • Risks in the Framework of the Ten Principles of the Global Compact
Located in the following sections: • Involvement of Stakeholders To assign responsibility for executing the sustai- nability strategy in relevant corporate functions • The EEB Corporate Strategic Plan for value generation • Management of human rights (procurement, corporate affairs, human • Corporate Governance We delivered basic (BRE1) and advanced (ARE1) reporting elements. resources, legal, etc.), ensuring no function is in conflict with the sustainability commitments and • Global Responsibility Model objectives of the Company. CRITERION 4: The CoP describes effective management systems for the incorporation of human rights principles. • GRI Table - Indicator 4.9
Located in the following sections: Answer: To align strategies, objectives and incentive • The EEB Corporate Strategic Plan for value generation structures with the corporate sustainability stra- • We include the topic of human rights as part of our risk assessment in the framework of tegy in all business units and subsidiaries. • Global Responsibility Model the Ten Principles of the Global Compact. • Definition of performance objectives and associated compensation • We have identified human rights as a relevant topic for our stakeholders. To assign responsibility for the implementa- Located in the following sections: • In 2013 we conducted an evaluation of the impact of our business on human rights and tion of the corporate sustainability strategy to • Global Responsibility Model Any policy, procedure and relevant activity the prepared an action plan taking into account the United Nations Ruggie Framework recom- an individual or a team in business units and Company plans to undertake in order to meet mendations, strengthening our commitment to the respect of human rights embedded in subsidiaries. • GRI Table - Indicator 4.9 this criterion, including objectives, timelines, the relevant corporate policies, with their corresponding action principles. metrics, and accountable individuals. To design the corporate sustainability strategy in Located in the following sections: such a way that it creates synergies within and Located in the following sections: • Risks in the Framework of the Ten Principles of the Global Compact between specific areas allowing for opportunity • Global Responsibility Model costs to be managed effectively. • Involvement of Stakeholders
• Management of human rights To ensure that there is coordination between Located in the following sections: corporate functions to maximize efficiency and We delivered basic (BRE2) and advanced (ARE2) reporting elements. avoid unforeseen negative impacts. • Global Responsibility Model 304 305 CRITERION 6: The CoP describes commitments, strategies or policies in the area of labor standards Located in the following sections:
• Risks in the Framework of the Ten Principles of the Global Compact To create internal awareness and educate mana- References in company policies to the relevant • Involvement of Stakeholders Located in the following sections: gers and employees on human rights. international labor standards (ILO conventions) • Management of human rights and other international regulatory instruments. • 2.5 To be an excellent place to work - Employee and Work Practices Policy We delivered basic reporting elements BRE3. 2013
Reflections on the relevance of labor principles to Located in the following sections: Answer: the company. • 2.5 To be an excellent place to work • In 2013 we conducted an evaluation of the impact of our business on human rights and prepared an action plan taking into account the United Nations Ruggie Framework recom- mendations, strengthening our commitment to the respect of human rights embedded in the relevant corporate policies, with their corresponding action principles. Written company policies that respond to national labor laws; respect for the principles of internatio- • The main mechanism to report complaints of any kind is the ethics channel (“canal ético”) Located in the following sections: nal labor standards in global operations; and dia- and the ethics hot-line (“línea ética”) Report Sustainability logue with organizations representing employees • 2.5 To be an excellent place to work - Employee and Work Practices Policy
Mechanisms to record complaints at operational CoP Table • The mechanisms to investigate and redress incidents are defined on a case-by-case basis. level for those who are potentially affected by at the international, national, and industry level. Located in the following sections:
EEB the Company’s activities. • Risks in the Framework of the Ten Principles of the Global Compact Located in the following sections: • Involvement of Stakeholders Incorporation of references to applicable princi- ples of international labor standards in contracts • 2.5 To be an excellent place to work • Management of human rights with suppliers and other relevant partners. • Management activities relating to ethics, transparency and competition – Incident Mana- • GRI Table – Indicators HR1, HR2, HR5, HR6, HR7 gement and Reporting
We delivered basic reporting elements BRE4. Commitments and policies specific to human resources, in line with national development Located in the following sections: CRITERION 5: The CoP describes effective mechanisms to monitor and evaluate the incorporation of human rights. priorities or priorities related to dignifying work • 2.5 To be an excellent place to work - Employee and Work Practices Policy in the country of operation.
Answer: CRITERION 7: The CoP describes effective management systems for the incorporation of labor principles In 2013 we conducted an evaluation of the impact of our business on human rights and pre- pared an action plan taking into account the United Nations Ruggie Framework recommenda- Located in the following sections: tions, strengthening our commitment to the respect of human rights embedded in the relevant Risk assessment and impact on labor matters. • Risk Management corporate policies, with their corresponding action principles. • 2.5 To be an excellent place to work Any policy, procedure and relevant activity the The main mechanism to report complaints of any kind is the ethics channel (“canal ético”) and Company plans to undertake in order to meet the ethics hot-line (“línea ética”) Located in the following sections: this criterion, including objectives, timelines, The mechanisms to investigate and redress incidents are defined on a case-by-case basis. Mechanisms to facilitate dialogue with unions in metrics, and accountable individuals. order to review regularly company progress in • 2.5 To be an excellent place to work Located in the following sections: matters pertaining to labor standards. • Risks in the Framework of the Ten Principles of the Global Compact • GRI Table – Indicators LA4 and LA5
• Involvement of Stakeholders Located in the following sections: • Management of human rights Complaint mechanisms, communication chan- nels and other procedures (e.g. accusation We delivered basic reporting elements BRE5, BRE6 and ARE5. • Management activities relating to ethics, transparency and competition – Incident Mana- mechanisms) available to workers for reporting gement and Reporting incidents, making suggestions or seeking advi- ce, designed and managed in agreement with • Involvement of Stakeholders
Answer: the organization(s) representing employees. • 2.5 To be an excellent place to work
In 2013 we conducted an evaluation of the impact of our business on human rights and pre- pared an action plan taking into account the United Nations Ruggie Framework recommenda- CRITERION 8: The CoP describes effective mechanisms to monitor and evaluate the incorporation of labor principles tions, strengthening our commitment to the respect of human rights embedded in the relevant corporate policies, with their corresponding action principles. Systems to monitor and measure performan- Located in the following sections: The main mechanism to report complaints of any kind is the ethics channel (“canal ético”) and ce based on standard performance measure- • 2.5 To be an excellent place to work - Employee Development Complaint mechanisms that are legitimate, the ethics hot-line (“línea ética”) ment metrics. accessible, predictable, fair, transparent, compa- The mechanisms to investigate and redress incidents are defined on a case-by-case basis. tible with human rights, a source of continuous Located in the following sections: learning, and based in open participation and Located in the following sections: Regular dialogue with the organization(s) repre- senting employees to review progress made and • 2.5 To be an excellent place to work - Employee Development dialogue. • Risks in the Framework of the Ten Principles of the Global Compact to jointly identify future priorities. • Involvement of Stakeholders • GRI Table – Indicators LA4 and LA5
• Management of human rights
• Management activities relating to ethics, transparency and competition – Incident Mana- Processes to involve suppliers in dealing with Located in the following sections: gement and Reporting challenges (e.g. in joint efforts instead of remedial efforts) through different schemes to We delivered basic reporting elements BRE4. • 2.7 Having a sustainable value chain improve labor practices. 306 307 Located in the following sections: CRITERION 12: The CoP describes commitments, strategies or policies in the area of anti-corruption Results from incorporating labor principles. • 2.5 To be an excellent place to work To establish publicly a formal zero-tolerance Located in the following sections:
CRITERION 9: The CoP describes commitments, strategies or policies in the area of environmental management policy towards corruption. • Management activities relating to ethics, transparency and competition
References to relevant international conventions Located in the following sections: Commitment to comply with all relevant anti-co- 2013 rruption laws, including the implementation of Located in the following sections: and other international instruments. • Participation in Sustainable Initiatives procedures to learn these laws and keep abreast • Management activities relating to ethics, transparency and competition of any changes made to them. Reflections on the relevance of environmental Located in the following sections:
responsibility to the company. • 2.3 Caring for and respecting the environment Statement of support of regional and internatio- Located in the following sections: nal legal frameworks, such as the UN Conven- Located in the following sections: Written corporate policies pertaining to environ- tion against corruption. • Participation in Sustainable initiatives mental responsibility. • 2.3 Caring for and respecting the environment
Detailed policies for areas with high risk of Located in the following sections: Report Sustainability Located in the following sections: Incorporation of minimum environmental corruption. • Management activities relating to ethics, transparency and competition CoP Table standards in contracts with suppliers and other • 2.3 Caring for and respecting the environment
EEB relevant partners. • 2.7 Having a sustainable value chain Anti-corruption policy pertaining to commercial Located in the following sections:
partners. • Management activities relating to ethics, transparency and competition Explicit commitments and objectives for specific Located in the following sections:
years. • 2.3 Caring for and respecting the environment CRITERION 13: The CoP describes effective management systems for the incorporation of anti-corruption principles
CRITERION 10: The CoP describes effective management systems for the incorporation of environmental principles Support of the organization’s management’s Located in the following sections:
fight against corruption. • Management activities relating to ethics, transparency and competition Located in the following sections:
Environmental impact and risk assessment. • Risk Management Located in the following sections: Development of risk assessments in areas with • 2.3 Caring for and respecting the environment • Management activities relating to ethics, transparency and competition potential for corruption. • Risk Management Impact evaluations throughout the product life Answer:
cycle, ensuring sound environmental manage- Impact evaluations throughout the product life cycle are not applicable to the energy transmis- Located in the following sections: ment policies. sion business. Human resources procedures that support an- ti-corruption commitments or policies, including • Management activities relating to ethics, transparency and competition Creating internal awareness and educating communications and training for all employees. Located in the following sections: • 2.5 To be an excellent place to work managers and employees on environmental responsibility. • 2.3 Caring for and respecting the environment Internal checks and balances to ensure consis- Located in the following sections:
Complaint mechanisms, communication channels Located in the following sections: tency in the commitment to fight corruption. • Management activities relating to ethics, transparency and competition and other procedures (e.g. accusation mecha- nisms) to report suspicions or seek advice on • Management activities relating to ethics, transparency and competition – Incident Mana- matters related to environmental impact. gement and Reporting Actions taken to motivate partners to implement Located in the following sections:
the anti-corruption commitments. • Management activities relating to ethics, transparency and competition CRITERION 11: The CoP describes effective mechanisms to monitor and evaluate the incorporation of environmental management principles
Systems to monitor and measure performance Located in the following sections: Located in the following sections: Communication channels (to file complaints) based on standard performance measurement and follow up mechanisms to report incidents • Management activities relating to ethics, transparency and competition metrics. • 2.3 Caring for and respecting the environment and seek advice. • Involvement of Stakeholders
Located in the following sections: Senior management review of monitoring and CRITERION 14: The CoP describes effective mechanisms to monitor and evaluate the incorporation of anti-corruption principles results. • 2.3 Caring for and respecting the environment
Located in the following sections: Located in the following sections: Processes to manage incidents. Procedures to manage incidents. • Management activities relating to ethics, transparency and competition • 2.3 Caring for and respecting the environment
Audits and other measures to monitor and Located in the following sections: Located in the following sections: improve environmental performance in supply Public legal cases related to corruption. • Management activities relating to ethics, transparency and competition chain organizations. • 2.7 Having a sustainable value chain • GRI Table
Located in the following sections: Results from incorporating environmental • 2.3 Caring for and respecting the environment Results from incorporating measures pertaining Located in the following sections: principles. to anti-corruption principles. • GRI Table – Indicators EN • Management activities relating to ethics, transparency and competition 308 309 CRITERION 15: The CoP describes contributions from the company’s main activities to UN objectives and concerns CRITERION 19: The CoP describes the commitment and leadership of the general manager
Located in the following sections: To align the company’s main strategy to one or The general manager publicly states and dis- Located in the following sections: • Participation in Sustainable Initiatives more objectives/concerns relevant to the UN. plays personal leadership of the sustainability agenda and commitment to the Global Compact. • Letter From Our President
2013 • Global Responsibility Model
Located in the following sections: To develop products and services relevant to, or The general manager promotes initiatives Located in the following sections: to design business models that contribute to UN • Participation in Sustainable Initiatives to improve sustainability in the company’s • Letter From Our President objectives/concerns. industry and drives forward the development • Global Responsibility Model of industry standards. • Global Responsibility Model
Located in the following sections: Report Sustainability Located in the following sections: To review and modify operational procedures in The general manager leads the executive team CoP Table • Letter From Our President order to maximize contribution to UN objectives/ • Participation in Sustainable Initiatives in the development of the corporate sustainabi-
EEB concerns. lity strategy, setting objectives and following up • Corporate Governance • Global Responsibility Model on its implementation. • Global Responsibility Model CRITERION 16: The CoP describes strategic and philanthropic social investment CRITERION 20: The CoP describes the role and oversight of the Board of Directors
To look for social investments and philanthropic The Board of Directors (or equivalent body) is Located in the following sections: contributions that coincide with the competen- responsible for and supervises the organization’s Located in the following sections: cies of the business or its operational context as • 2.6 Improving the quality of life in the communities where we operate strategy and long-term performance in terms of • Corporate Governance part of the organization’s sustainability strategy. corporate sustainability.
The Board of Directors, if possible, sets up a To coordinate efforts with other organizations to Located in the following sections: Located in the following sections: broaden - instead of cancelling or duplicating - committee with responsibility for corporate • 2.6 Improving the quality of life in the communities where we operate social and philanthropic contributions. sustainability, or delegates this responsibility to • Corporate Governance one of its members.
To assume responsibility for the intentional or Located in the following sections: unintentional effects of financing and respecting The Board (or a committee), when possible, Located in the following sections: approves formal reports pertaining to corporate local customs, traditions, religions, and priorities • 2.6 Improving the quality of life in the communities where we operate • Corporate Governance of relevant individuals or groups. sustainability (Communication on Progress).
CRITERION 17: The CoP describes advocacy and involvement in public policy CRITERION 21: The CoP describes stakeholder involvement
Located in the following sections: To accept publicly responsibility for the impact Located in the following sections: To publicly advocate the importance of actions • About Our Report of the company’s operations on internal and carried out in relation to one or more UN objec- external stakeholders. • Global Responsibility Model tives/concerns. • Participation in Sustainable Initiatives
• Global Responsibility Model
To define strategies, objectives and policies Located in the following sections: Answer: related to sustainability in consultation with key • Global Responsibility Model Senior Management commitment to participate We participate in a number of interaction forums, which are described throughout the report. stakeholders. in meetings, conferences, and other important Located in the following sections: public policy interactions in relation to one or more UN objectives/concerns. • Participation in Sustainable Initiatives To consult with stakeholders on options to
• Global Responsibility Model address challenges in the implementation of Located in the following sections: the corporate sustainability strategy, and to CRITERION 18: The CoP describes alliances and collective actions invite them to play an active part in evaluating • Global Responsibility Model its performance.
To join industry peers, UN entities and/or other stakeholders in initiatives contributing to addressing common challenges at a local Located in the following sections: To set up channels to get employees and other stakeholders involved, to be able to listen to Located in the following sections: and/or global scale, focusing on initiatives that Guilds and Associations broaden the positive impact of the company on their ideas, address their concerns, and protect • Global Responsibility Model its value chain. those who file complaints or report incidents.
310 311 Sustainability Report 2013 BluePrint Table CHAPTER DIMENSION 1: To implement the ten principles in strategies and operations To implement monitoring and compliance mechanisms within -Management activities relating to ethics, transparency and competition
1. Coverage and integration between principles the company’s circle of influence. -Chapter: Having a sustainable value chain
To implement the ten principles of the UN’s Global Compact in -Participation in Sustainable Initiatives To create awareness, educate and broaden the skill set of -Chapter: Having a sustainable value chain suppliers and other commercial partners. strategies and operations. -Global Responsibility Model 2013
DIMENSION 2: To take measures to support a wider set of UN goals and concerns To design a corporate sustainability strategy that makes the most of synergies between all relevant areas, and allows the -Global Responsibility Model 1. Central business contributions to UN goals and concerns company to cope with difficult challenges.
-EEB’s Strategic Corporate Plan for the generation of value - EEB’s Strategic Corporate Plan for the generation of value To align the main corporate strategy with one or more UN -Global Responsibility Model To ensure that there is close coordination between corporate -Corporate Governance goals and/or concerns. functions to maximize efficiency and avoid any unforeseen -GRI Table Report Sustainability negative impact. -Risk Management -CoP Table -Global Responsibility Model BluePrint Table EEB -Global Responsibility Model 2. Strong management policies and procedures To develop products and services relevant to, or to design -Innovation in Operations
business models that contribute to UN goals and/or concerns. -Management of Special Projects To evaluate risks and opportunities on a regular basis, both at -Risk Management enterprise and product level, and to follow up thoroughly to -Chapter: Improving the quality of life in the communities where we operate enable the company to identify potential negative impacts of -Operational profile of business its operations and activities. -Global Responsibility Model To review and modify operational procedures in order to maxi- -GRI Table mize contribution to UN goals and/or concerns. -EEB’s Strategic Corporate Plan for the generation of value To develop strategies and policies specific to the company’s -CoP Table context - as well as future situations - and to set objectives -Our Challenges (in each section of the report) 2. Strategic social investment and philanthropy that are measurable in the short, medium and long term. -Note: Corporate policies are accessible to the public on EEB’s website. To support social investments and philanthropic contribu- To educate and engage employees by means of training and -Employee Development tions that coincide with the competencies of the business -Chapter: Improving the quality of life in the communities where we operate development and by adapting commercial processes, as well or its operational context as part of the organization’s -Design of Training Plans as having clear incentive plans. sustainability strategy
To implement a performance appraisal and monitoring process -Definition of performance objectives and associated compensation -Participation in Sustainable Initiatives based on standardized performance measures. To coordinate efforts with other organizations to broaden - -Performance evaluation and monitoring -Guilds and Associations and not cancel or duplicate - the efforts of other contributors.
3. Embedding the principles in corporate functions and business units -Chapter: Improving the quality of life in the communities where we operate
To assign responsibility for executing sustainability strate- To assume responsibility for the intentional or unintentional -Involvement of Stakeholders gies working with the relevant corporate functions (procu- -EEB’s Strategic Corporate Plan for the generation of value effects of financing and respecting local customs, traditions, -Chapter: Improving the quality of life in the communities where we operate rement processes, governance matters, human resources, religions, and priorities of relevant individuals or groups. -Corporate Governance legal department, etc.) and ensuring that no function has a conflict with the sustainability commitments and objectives -Global Responsibility Model 3. Support of and commitment to public programs of the company -Message from Our President -EEB’s Strategic Corporate Plan for the generation of value To align strategies, goals and incentive structures in all To support openly the importance of action in relation to one -Participation in Sustainable Initiatives business units and subsidiaries with the corporate sustaina- -Global Responsibility Model or more UN goals and/or concerns. -Guilds and Associations bility strategy -Performance evaluation and monitoring -Global Responsibility Model
-Corporate Governance, Ethics and Control: Corporate Governance Committees To assign responsibility for the implementation of the cor- To get company leaders to commit to participating in mee- -Message from Our President porate sustainability strategy to an individual or a team in -Global Responsibility Model tings, conferences and other important interactions related business units and subsidiaries. -Participation in Sustainable Initiatives -GRI Table – Indicator 4.9 to key public programs pertaining to one or more UN goals and/or concerns. -Guilds and Associations 4. Implementation within the value chain
4. Associations and collective action To analyze each segment of the value chain when evaluating -Chapter: Having a sustainable value chain risks, opportunities and impacts. To develop and implement association projects with public and -Participation in Sustainable Initiatives private organizations (UN and government entities, NGOs and -Involvement of Stakeholders -Guilds and Associations To communicate policies and expectations to suppliers and other groups) concerning business matters, social investment other relevant commercial partners. -Chapter: Having a sustainable value chain and/or support. -Chapter: Improving the quality of life in the communities where we operate 314 315 To bring together industry peers, UN entities and other -Corporate Governance The general manager leads the executive team in the de- participants with initiatives that contribute to addressing -Participation in Sustainable Initiatives common challenges at a local and/or global scale, focusing on velopment of the corporate sustainability strategy, setting -GRI Table – Indicator 4.9 -Guilds and Associations objectives and following up on its implementation. initiatives that broaden the positive impact the company has -Global Responsibility Model on its value chain.
To set out the sustainability criteria and the principles of the -Global Responsibility Model 2013 DIMENSION 3: To commit to the UN Global Compact Global Compact as part of the objectives and incentives for the executive director and the executive team. -Performance evaluation and monitoring 1. Local network and commitment from subsidiaries
To contribute to establishing and operating at least one Local 2. The role and oversight of the Board of Directors Global Compact Network and support the improvement of -Participation in Sustainable Initiatives performance in other companies through training, guidance, -Corporate Governance The Board of Directors (or equivalent body) is responsible review of other participants using CoP, etc. for and supervises the organization’s strategy and long-term -GRI Table – Indicator 4.9 performance in terms of corporate sustainability. To help subsidiaries to work with Local Global Compact Networks -Global Responsibility Model -Global Responsibility Model Report Sustainability and to participate actively in events and activities.
-GRI Table – Indicator 4.9 To publish information related to sustainability for each -Operational profile of business BluePrint Table EEB The Board of Directors, if possible, sets up a committee with individual subsidiary, or to refer to each one explicitly in the -Global Responsibility Model responsibility for corporate sustainability, or delegates this headquarters’ Communication on Progress. -Global Responsibility Model responsibility to one of its members. Coordinating the implementation of the sustainability strategy (Global Responsibility
2. Local and global working groups Model) is the responsibility of an advisor who is committed full time to this matter.
To participate in local or global working groups devoted to The Board of Directors (or a committee), when possible, The EEB Sustainability Management Report (including Communication on Pro- sharing experiences, networks, tools and good practice be- -Participation in Sustainable Initiatives approves formal reports pertaining to corporate sustainability gress) is reviewed by the President’s Committee, and approved by the Board of tween Global Compact participants. (Communication on Progress). Directors and by the Shareholder Assembly.
To play an active part - when relevant - in defining the scope 3. Involvement of Stakeholders -Participation in Sustainable Initiatives and objectives of new working groups. -Risk Management 3. Initiatives by industry or areas of interest To accept publicly responsibility for the impact of the com- -Operational profile of business pany’s operations on internal and external stakeholders. To help drive forward and join one or more Global Compact -Global Responsibility Model initiatives such as Caring for Climate, CEO Water Mandate, -Participation in Sustainable Initiatives
the Principles of Empowering Women, and the Initiative of -Management of human rights -EEB’s Strategic Corporate Plan for the generation of value Leading Companies in Human Rights. To define strategies, objectives and policies related to sustai- -Global Responsibility Model To head up the development process of new initiatives based nability in consultation with key stakeholders. on different industry sectors or areas of interest within the -Participation in Sustainable Initiatives -Participation in Sustainable Initiatives Global Compact and the UN in general. To consult with stakeholders on options to address challen- 4. Promotion and support of the UN Global Compact ges in the implementation of the corporate sustainability -Global Responsibility Model
strategy, and to invite them to play an active part on evalua- -Participation in Sustainable Initiatives To promote the Global Compact with commercial partners, -Participation in Sustainable Initiatives ting its performance.
industry peers and the general public. -Looking for the sustainability of our suppliers To set up communication channels to be able to listen to the -Global Responsibility Model To encourage suppliers and other commercial partners to join -Participation in Sustainable Initiatives ideas and concerns of employees and other stakeholders, and the UN Global Compact and to play a leading role in addres- to protect those who wish to file complaints or report incidents. -Participation in Sustainable Initiatives sing matters related to the initiative. -Looking for the sustainability of our suppliers 4. Transparency and disclosure To participate in activities to strengthen and promote the -Participation in Sustainable Initiatives Global Compact. To share information related to sustainability with all inte- rested parties and to respond to questions and concerns -Participation in Sustainable Initiatives COMPONENTS ACROSS FUNCTIONS AND ORGANIZATIONS from stakeholders.
1. Executive leadership and commitment To guarantee that Communication on Progress covers all aspects of the leadership model and to use, when appropriate, -CoP Table The executive director publicly states and displays personal the framework of the Global Communication Initiative. leadership of the sustainability agenda and commitment to -Message form Our President the Global Compact.
To incorporate Communication on Progress in to the com- The Communication on Progress is part of the EEB Sustainability Report which is -Message form Our President pany’s annual reports or to publish both documents together. available to the public on the Company’s website.
The general manager promotes initiatives to improve sus- -Participation in Sustainable Initiatives tainability in the company’s industry and drives forward the To guarantee external verification of the Communication on Pro- The CoP is reviewed at an advanced stage by the Local Global Compact development of industry standards. -Guilds and Associations gress or to seek alternative methods of third party verification. Network in Colombia. -Global Responsibility Model 316 317 Sustainability Report 2013 Financial Statements CHAPTER 320 EEB Sustainability Report 2013
2012 eInformedelRevisorFiscal. años terminadosel31dediciembre201 Estados FinancierosConsolidadospor S.A. E.S.P.ysusFiliales Empresa deEnergíaBogotá los 3 y auditadoHe los balances generales consolidados S.A. E.S.P.: BOGOTÁ DE ENERGÍA DE EMPRESA losA accionistas de INFORME DEL REVISOR principales políticas contables y otras notas explicativas. financiera y de flujos de efectivo por los años terminados en esas fechas, y consolidados de resultados, de cambios en el patrimonio, de cambios en la situación E.S.P. FILIALES SUS Y al diciembre 31de 201 de 2012 S.A. E.S.P. BOGOTÁ DE FILIALES ENERGÍA SUS DE Y alEMPRESA diciembre 31de 201 de razonablemente, entodos los aspectos significativos, la situación financiera consolidada de opi mi En Considero mis que auditorías proporcionan me unabase razonable para expresar opinión. mi la administración, evaluar así la como presentación general los de estados financieros. los principios de contabilidad utilizados y las estimaciones contables significativas hechas por auditoría que sean apropiados en las circunstancias. auditoríaUna también incluye, evaluar presentación razonable de los estados financieros, con el fin de diseñar procedimientos de financieros La administración es responsable por la preparación ycorrecta presentación estos de estados el auditor considera el control interno de la de los riesgos de errores significativos en los estados financieros. En la evaluación del riesgo, auditoría seleccionados dependen del juicio profesional del auditor, incluyendo su evaluación que soporta las cifras y las revelaciones en los estados financieros. Los proce auditoríaUna de estados financieros incluye examinar, sobre unabase selectiva, la evidencia seguridad razo Colombia. Tales requieren normas planifique que yefectúe la auditoría para obtener una llevar auditoría de trabajo normas mi aceptadas en con generalmente acabo acuerdo de base en mis auditorías. Obtuve las informaciones necesarias para cumplir mis funciones y Mi responsabilidad es expresar una opinión sobre estos estados financieros razonables enlas circunstancias. las políticas contables efectuar apropiadas; así las como estimaciones contables resulten que financieros, libres de errores significativos, bien sea por fraude o error; selecciona sistema de control interno adecuado para la preparación y presentación de los estados aceptados en Colombia. Esta responsabilidad incluye: diseñar, implementar y mantener un , los resultados consolidados sus de operaciones, l
nión, los estados financieros consolidados antes mencionados, presentan consolidados nable acerca de si los estados financieros están libres de errores significativos.
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321 Financial Statements Financial 322 EEB Sustainability Report 2013 2 Designada 1 T.P. Revisor Fiscal LINA PATRICIA CRUZ PARDO aplicados sobre bases uniformes. fechas, de conformidad con principios de contabilidad generalmente aceptados en cambios en su situación financiera y sus flujos de efectivo por los años terminados en esas
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EMPRESA DE ENERGIA DE BOGOTA S.A. E.S.P. Y SUS FILIALES
BALANCES GENERALES CONSOLIDADOS AL 31 DE DICIEMBRE DE 2013 Y 2012 (En millones de pesos colombianos).
ACTIVOS 2013 2012 PASIVOS Y PATRIMONIO DE LOS ACCIONISTAS 2013 2012
ACTIVO CORRIENTE: PASIVO CORRIENTE: Efectivo (Nota 4) $ 983.713 $ 404.512 Obligaciones financieras (Nota 13) $ 124.456 $ 259.393 Inversiones temporales (Nota 5) 672.203 259.406 Operaciones de cobertura (Nota14) 11.306 - Deudores (Nota 6) 642.452 577.582 Cuentas por pagar (Nota 15) 318.998 290.553 Inventarios (Nota 7) 100.183 212.426 Obligaciones laborales 25.776 22.762 Gastos pagados por anticipado 7.044 3.778 Recaudos a favor de terceros (Nota 17) 17.159 13.086 Otros activos (Nota 10) 12.979 940 Pasivos estimados y provisiones (Nota 18) 65.259 50.528 Pensiones de jubilación (Nota 19) 31.091 32.639 Beneficios complementarios a pensiones de jubilación (Nota 19) 4.256 4.256 Otros pasivos (Nota 20) 9.464 502 Total activo corriente 2.418.574 1.458.644
Total pasivo corriente 607.765 673.719
DEUDORES A LARGO PLAZO (Nota 6) 168.782 99.125 PASIVOS A LARGO PLAZO: Obligaciones financieras (Nota 13) 4.194.041 2.944.596 Operaciones de cobertura (Nota14) 220.203 240.013 Cuentas por pagar (Nota 15) 13.815 70.255 PROPIEDADES, PLANTA Y EQUIPO, Neto (Nota 8) 3.753.482 3.493.970 Pensiones de jubilación (Nota 19) 260.639 272.213 Beneficios complementarios a pensiones de jubilación (Nota 19) 37.291 31.263 Pasivos estimados y provisiones (Nota 18) 73.243 85.333 Otros pasivos (Nota 20) 212.203 175.333 INVERSIONES PERMANENTES (Nota 9) 1.810.915 1.767.332 Total pasivo a largo plazo 5.011.435 3.819.006
INTANGIBLES, Neto (Nota 11) 2.825.010 2.391.894 Total pasivos 5.619.200 4.492.725
INTERES MINORITARIO 1.386.102 1.202.345
DEPOSITOS ENTREGADOS EN ADMINISTRACIÓN (Nota 10) 173.283 193.855 PATRIMONIO DE LOS ACCIONISTAS: (Nota 22) Capital 492.111 492.111 Prima en colocación de acciones 837.799 837.799 Reservas 2.005.303 1.718.207 Utilidad neta del ejercicio 843.560 690.701 OTROS ACTIVOS, Neto (Nota 10) 312.805 339.593 Superávit donado 6.655 6.655 Superávit por valorizaciones 4.448.202 4.306.279 Superávit método de participación 636.763 407.341 Revalorización del patrimonio 535.567 535.567
VALORIZACIONES (Nota 12) 5.348.411 4.945.317 Total patrimonio de los accionistas 9.805.960 8.994.660
Total activos $ 16.811.262 $ 14.689.730 Total pasivos y patrimonio de los accionistas $ 16.811.262 $ 14.689.730
CUENTAS DE ORDEN (Nota 29) $ 2.490.635 $ 2.309.805 CUENTAS DE ORDEN (Nota 29) $ 2.490.635 $ 2.309.805
Las notas adjuntas son parte integral de los estados financieros consolidados
Los suscritos Representante Legal y Contador certificamos que hemos verificado previamente las afirmaciones contenidas en estos estados financieros consolidados y que los mismos han sido preparados a partir de los libros de contabilidad de las Empresas.
______SANDRA STELLA FONSECA ARENAS JULIO HERNANDO ALARCON VELASCO LINA PATRICIA PARDO CRUZ Representante Legal Contador Revisor Fiscal T.P. No. 126.127-T Tarjeta Profesional No. 53.918-T Designada por Deloitte & Touche Ltda. (Ver mi informe adjunto)
- 3 -
323 Financial Statements Financial 324 EEB Sustainability Report 2013 que losmismoshansidopreparadosapartirdelibroscontabilidadlasEmpresas. Los suscritosRepresentanteLegalyContadorcertificamosquehemosverificadopreviamente lasafirmacionescontenidasenestosestadosfinancierosconsolidadosy Las notasadjuntassonparteintegraldelosestadosfinancierosconsolidados. EFECTIVO AL FINAL DEL PERIODO EFECTIVO AL INICIODEL PERIODO CAMBIOS NETOS ENEL EFECTIVO FLUJOS DEEFECTIVOLAS ACTIVIDADES DEFINANCIACIÓN: FLUJOS DEEFECTIVOLAS ACTIVIDADES DEINVERSIÓN: FLUJOS DEEFECTIVOLAS ACTIVIDADES DEOPERACIÓN: (En millonesdepesoscolombianos). POR LOS AÑOS TERMINADOSEL 31DEDICIEMBRE2013y2012 ESTADOS DEFLUJOSEFECTIVOCONSOLIDADOS EMPRESA DEENERGIA DEBOGOTA S.A.E.S.P. Y SUSFILIALES Dividendos decretados Aumento deladeuda Aumento Inversiones Aumento intangibles Aumento deactivosfijos Cambios enactivosypasivosdeoperación,neto Ajustes paraconciliarelresultadonetodelejercicioconefectivoprovistoporlas Utilidad netadelejercicio Disminución delinterésminoritario Otros pasivos Pasivos estimadosyprovisiones Recaudos afavordeterceros Obligaciones laborales Cuentas porpagar Depósitos entregadosenadministración Otros activos Gastos pagadosporanticipado Inventarios Deudores Interés minoritario Pérdida enoperacionesdecobertura Impuesto diferido Amortización impuestoalpatrimonio Utilidad enventadeactivosfijos Pensiones dejubilaciónybeneficioscomplementarios Recuperaciones yprovisiones Valuación portafolioenpatrimoniosautónomos Diferencia encambio Depreciaciones yamortizaciones actividades deoperación: ______SANDRA STELLAFONSECAARENA Fondos netosprovistospor(usadosen)lasactividadesdefinanciación Fondos usadosenprovistosporlasactividadesdeinversión Fondos netosprovistosporlasactividadesdeoperación Representante Legal ______JULIO HERNANDOALARCONVELASCO Tarjeta ProfesionalNo.53.918-T Contador - 7
$ $
______Designada porDeloitte&ToucheLtda. Revisor FiscalT.P.No.126-127-T LINA PATRICIAPARDOCRUZ 2013
(1.351.735) 1.474.427 1.292.587
(403.605) (429.641) (480.929) (441.165) (147.811)
216.168 220.696 209.448 983.713 579.201 843.560 404.512 456.509
860.114 110.545 (Ver miinformeadjunto) (31.009) (25.053) (64.160) (10.564) 14.762 19.219 20.353 13.077 31.070 37.597 17.628 (3.266) (1.678) (4.087) 3.859 4.073
$
$
2012
(1.231.436)
(382.358) (109.124) (219.822) (245.202) (319.964) (889.464) 227.387 180.389 690.701 404.512 786.870 161.583 752.308 893.314
116.557 (18.993) (38.240) (14.233) (18.191) 56.733 37.597 12.249 74.762 27.267
(8.759) (3.195) (2.149) (2.254) 3.529 7.292 6.485 1.506
(35)
EMPRESA DE ENERGIA DE BOGOTA S.A. E.S.P. Y SUS FILIALES
ESTADOS DE CAMBIOS EN EL PATRIMONIO CONSOLIDADOS POR LOS AÑOS TERMINADOS EL 31 DE DICIEMBRE DE 2013 y 2012 (En millones de pesos colombianos).
Reservas
Para rehabilitación, Reserva método Prima en extensión y de participación Resultados de colocación de reposición de sociedades Reserva ocasional Resultado neto del ejercicios Superávit por Superávit método Revalorización del Total patrimonio Capital acciones Legal sistemas Decreto 2336/95 Art. 130 Ocasionales Total período anteriores Superávit donado valorizaciones de participación patrimonio de los accionistas
SALDOS AL 31 DE DICIEMBRE DE 2011 492.111 837.799 332.495 125.696 682.249 18.090 574.347 1.732.877 305.294 - 6.655 4.021.451 382.197 535.567 8.313.951
Apropiaciones - - - - 65.371 6.363 19.015 90.749 (305.294) 214.545 - - - - - Liberación de reservas ------(105.419) (105.419) - 105.419 - - - - - Actualización valorizaciones ------284.828 25.144 - 309.972 Dividendos decretados ------(319.964) - - - - (319.964) Utilidad neta del ejercicio ------690.701 - - - - - 690.701
SALDOS AL 31 DE DICIEMBRE DE 2012 492.111 837.799 332.495 125.696 747.620 24.453 487.943 1.718.207 690.701 - 6.655 4.306.279 407.341 535.567 8.994.660
Apropiaciones - - - - 239.534 6.754 40.808 287.096 (690.701) 403.605 - - - - - Actualización valorizaciones ------141.923 229.422 - 371.345 Dividendos decretados ------(403.605) - - - - (403.605) Utilidad neta del ejercicio ------843.560 - - - - - 843.560
SALDOS AL 31 DE DICIEMBRE DE 2013 $ 492.111 $ 837.799 $ 332.495 $ 125.696 $ 987.154 $ 31.207 $ 528.751 $ 2.005.303 $ 843.560 $ - $ 6.655 $ 4.448.202 $ 636.763 $ 535.567 $ 9.805.960
Las notas adjuntas son parte integral de los estados financieros.
Los suscritos Representante Legal y Contador certificamos que hemos verificado previamente las afirmaciones contenidas en estos estados financieros y que los mismos han sido preparados a partir de los libros de contabilidad de la Empresa.
______SANDRA STELLA FONSECA ARENAS JULIO HERNANDO ALARCON VELASCO LINA PATRICIA PARDO CRUZ Representante legal Contador Revisor Fiscal T.P. 126.127-T Tarjeta Profesional No. 53.918-T Designada por Deloitte & Touche Ltda (Ver mi informe adjunto)
325 Financial Statements Financial
- 5 - 326 EEB Sustainability Report 2013 CAMBIOS NETOS ENLOSCOMPONENTESDEL CAPITAL DE TRABAJO: AUMENTO (DISMINUCIÓN)ENEL CAPITAL DE TRABAJO Total capitaldetrabajoutilizado CAPITAL DE TRABAJO UTILIZADOEN: Total capitaldetrabajoobtenido Capitaldetrabajoobtenidolasoperaciones CAPITAL DE TRABAJO OBTENIDODE: (En millonesdepesoscolombianos). POR LOS AÑOS TERMINADOSEL 31DEDICIEMBRE2013y2012 ESTADOS DECAMBIOSENLA SITUACIÓNFINANCIERA CONSOLIDADOS Los suscritosRepresentanteLegalyContadorcertificamosquehemosverificadopreviamentelas afirmacionescontenidasenestosestadosfinancierosconsolidadosyquelos Las notasadjuntassonparteintegraldelosestadosfinancierosconsolidados. AUMENTO (DISMINUCIÓN)ENEL CAPITAL DE TRABAJO mismos hansidopreparadosapartirdeloslibroscontabilidadlasEmpresas. EMPRESA DEENERGIA DEBOGOTA S.A.E.S.P. Y SUSFILIALES Partidas quenorequirieroncapitaldetrabajo: Utilidad netadelejercicio Otros pasivos Pensiones dejubilación Pasivos estimadosyprovisiones Recaudos afavordeterceros Obligaciones laborales Cuentas porpagar Obligaciones financieras Otros activos Gastos pagadosporanticipado Inventarios Deudores Inversiones temporales Efectivo Dividendos decretados Disminución interesminoritario Disminución pasivosestimadosyprovisiones Disminución cuentasporpagar Aumento enotrosactivos Aumento intangibles Aumento deactivosfijos Aumento deinversionespermanentes Aumento cuentasporcobrar Aumento delinterésminoritario Disminución otrospasivos Aumento obligacioneslaborales Aumento deladeuda Disminución depósitosentregadosenadministración Disminución deintangibles Disminución eninversionespermanentes Disminución cuentasporcobrar Interés minoritario Pérdida envaloracionoperacionesdecobertura Amortización impuestoalpatrimonio Impuesto diferido Utilidad enventadeactivosfijos Pensiones dejubilaciónybeneficioscomplementarios Recuperaciones yprovisiones Valuación portafolioenpatrimoniosautónomos Diferencia encambio Depreciaciones yamortizaciones SANDRA STELLAFONSECAARENAS ______Representa Legal ______JULIO HERNANDOALARCONVELASCO Tarjeta ProfesionalNo.53918-T Contador - 6
$ $ $ $ $ $ ______
1.025.884 2013 Designada porDeloitte&ToucheLtda.
579.201 843.560
(1.489.093) LINA PATRICIAPARDOCURZ
Revisor FiscalT.P.No.126.127-T 2.514.977 1.038.345 1.216.558 1.025.884
(403.605) (480.929) (441.165) (112.243)
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(Ver miinformeadjunto) (8.962) (4.073) (3.014) (1.678) (3.304) (4.087) - - - - 1.548 3.266 5.800 3.877
$
$ $ $ $ $ $ 2012 (166.552) (382.358)
690.701
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1.458.538
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900.646 108.643 180.389 253.969 225.571 116.557
(69.897) (43.105) (20.195) (14.336) (18.191) 28.416 68.820 93.017 99.139 25.991 56.733 37.597
(4.942) (3.019) (2.254) (8.137) (8.888) (3.557) (1.506) (3.529) (2.149)
- - - - - 7.292 6.485
(129) (103)
35 que losmismoshansidopreparadosapartirdelibroscontabilidadlasEmpresas. INGRESOS (GASTOS) NOOPERACIONALES GASTOS OPERACIONALES Los suscritosRepresentanteLegalyContadorcertificamosquehemosverificadopreviamente lasafirmacionescontenidasenestosestadosfinancierosconsolidadosy Las notasadjuntassonparteintegraldelosestadosfinancierosconsolidados. UTILIDAD NETA DEL EJERCICIOPOR ACCIÓN DE ACCIONES NÚMERO UTILIDAD NETA DEL EJERCICIO INTERÉS MINORITARIO IMPUESTO SOBRELA RENTA Y CREE(Nota21) COSTOS DE VENTAS (Nota23): INGRESOS OPERACIONALES: (En millonesdepesoscolombianos,exceptoelnúmeroaccionesyresultadonetoporacción). POR LOS AÑOS TERMINADOSEL 31DEDICIEMBRE2013 Y 2012 ESTADOS DERESULTADOS CONSOLIDADOS OTROS INGRESOS(Nota24) EMPRESA DEENERGIA DEBOGOTA S.A.E.S.P. Y SUSFILIALES Otros ingresos(Nota24) Otros gastos Gastos financieros(Nota28) Provisión, agotamiento,depreciaciónyamortización(Nota26) Gastos nooperacionales(Nota25) Diferencia encambio Ingresos financieros(Nota27) Distribución degasnatural Transporte degasnatural Distribución deelectricidad Transmisión deelectricidad Distribución degasnatural Transporte degasnatural Distribución deelectricidad Transmisión deelectricidad Distribución degasnatural Transporte degasnatural Distribución deelectricidad Transmisión deelectricidad Transmisión deelectricidad Utilidad antesdeimpuestosobrelarentaeinterésminoritario Utilidad antesdeinterésminoritario Utilidad operacional Utilidad bruta ______SANDRA STELLAFONSECAARENAS Representante Legal ______JULIO HERNANDOALARCON Tarjeta ProfesionalNo.53.918-T Contador - 4
$ $ $
2013 ______
9.181.177.017 Designada porDeloitte&ToucheLtda.
(1.044.008)
1.955.209 1.035.569
LINA PATRICIAPARDOCRUZ (231.251) (219.917) (127.854) (127.849) (509.628) (271.508) (215.488) (306.548) (117.486) Revisor FiscalT.P.No.126.127-T (111.520)
932.787 843.560 691.674 874.645 286.529 102.361 907.720 607.965 914.513 427.604 117.966
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91,88 3.312 (Ver miinformeadjunto)
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9.181.177.017
1.582.901
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219.365 591.465 881.690 702.309 283.813 102.685 690.701 807.258 323.172 558.518 761.425 494.094
(21.839) (52.209) (39.607) (74.432) (45.422) (11.234)
73.172 (7.455)
75,23 2.204
327 Financial Statements Financial 328 EEB Sustainability Report 2013 1. D ENERGÍA DE EMPRESA POR LOSTERMINAPOR AÑOS ESTADOS LOS A NOTAS (En (En
El febrero 16de 2007fue de celebrada la General Asamblea Accionistas, de enla de capitales internacionales (Ver Nota 13). fueron financiados mediante la colocación de bonos y créditos con la banca y TGI por $3,25 billones de pesos correspondientes al valor ofertado por la Empresa que El diciembre 6de 2006la de resultó Empresa adjudicataria del las de 97,91% acciones de S.A. E.S.P. (en adelante TG Transportadora de Gas del Interior S.A. E.S.P. hoy Transportadora de Gas Internacional explotación, mediante la constitución por suscripción sucesiva de acciones de la sociedad adelante Ecogás), relacionad representada enlos activos, derechos ycontratos la de Colombiana (en Gas de Empresa 2005, el Gobierno Nacional aprobó el programa de enajenación de la participación estatal formalizó la constitución de TGI, la cual se llevó a cabo en la ciudad de Bucaramanga. operativo delas C relaciones entre los accionistas ytodos los acuerdos para la constitución y partes quedaron consignadas en los Acuerdos Marco de Inversión que regulan las Proceso act de compra de participación del en el 51,5% capital de dichas Empresa de generación y distribución y comercialización, respectivamente, a cambio de una Gerencia y sus Asesores para la General Extraordinaria de Accionistas de la Empresaaprobó el plan presentado por la E.S.P. S.A. Codensa y E.S.P. S.A. Emgesa El término la de duración lega continuó dedicada a la generación, transmisión, distribución y comercialización de energía. Para la constitución delas nueva principalmente. Regional deDespacho yunportafolio inversiones de enel sector energético E.S.P.), enEEB, quedando únicamente la actividad transmisión de energía, de el Centro S.A.(EMGESA E.S.P.) y otra a la distribución y comercialización de energía S.A. (CODENSA de los negocios a través de la creación de dos inversionistas privados. El 23de octubre de 1997, dicho plan culminó con la segregación “ por acciones. La Empresa de E transformó de Empresa industrial y comercial del estado del orden distrital a una sociedad Concejo Distrital, 1996la de el Energía de Empresa mayo 31de Bogotá de S.A. MatrizCasa – YO ENTES ECONÓMICOS millones depesos colombianos, excepto cuando se indique lo contrario Empresa ” ) transformada en E
De conformidadDe con ompañías FINANCIEROS CONSOLID E BOGOTÁ S.A. E.S.P. S.A. BOGOTÁ E RE DE 2013 Y 2012 2013Y DE RE DICIEMB DE EL 31 DOS I). . PERACIONES
ivos de Ecogás os con el transporte degas natural, su operación y l de la Empresa esindefinido.l la de Empresa
mpresa de servicios públicos bajo la Ley 142 nergía de Bogotá S.A. E.S.P. (en adelante reestructuración s Empresa la Ley 142de 1994y el Acuerdo 01de 1996del
s, s, – – EEB aportóEEB acada unalos activos ypasivos e
El enero 24de 1997la de Asamblea Mediante el Decreto 1404 de m mpresa
de la Empresa y la vinculación de
Y SUS FILIALES SUS Y s, una dedicada a la generación ADOS s.
Todas las obligaciones entre las
“ EEB el desarrollo de 1994 los mercados los mercados ”
ayo de
o la E.S.P. se se E.S.P. que
se ).
USD$24,475,000 diciembre de 201 esta sociedad está conformado acuerdo con la reforma estatutaria aprobada el día 26 de septiembre de 2008, el capital de dedicada a la distribución y comercialización de gas natural en la región de Ica en Perú. De Transportadora de Gas Internacional del Co legal es indefinida. indefinida. es legal de propiedad de terceros por los cuales pague una tarifa de disponibilidad. duraciónSu natural explotar propios. puede la comercialmente capacidad los También de gasoductos mantenimiento, operación y explotación comercial de los sistemas de transporte de gas consiste en la planeación, organización, construcción, expansión, ampliación, inscrita el febrero de 19 Comercio de El 2007. de objeto la en social Cámara TGI de escritura pública No. 67 del 16 de febrero de 2007 de la Notaría de Once Bucaramanga Transportadora Gas de internacionales vehículo de inversión para llevar a cabo la emisión de bonos en los mercados InternationalEEB Ltd fil s Empresa USD$1.960.000 yUSD$472.500, respectivamente. emisión inicial, en estas reaperturas se presentaron primas por un valor de millones, yUSD$27 USD$112 aunatasa con del elvencimiento SV 6,125% mismo dela noviembreEn 2013 la 15y27de realizó Empresa la 2007 con un plazo de 10 años y una tasa de interés de 8,75 millonesrecompra bonos por de USD$610 El diciembre 6de 2011através de d internacional El noviembre 3de 2011la de realizó Empresa la colocación los de bonos en el mercado monto de USD$610 millones sin in para ejercer el call del bono emitido por InternationalEEB Ltd. en octubre de 2007, por un Accionistas No. 61 Emisión debonos valor nominal de $53,60 por cada una. totalmonto de colocación de $772.226 millones. El valor por acción fue el aviso de oferta pública de emisión y colocación. El proceso de emisión de acciones finalizó reglamento emisión de ycolocación acciones de acciones. El 29 la administración adelantar los trámites ley de para realizar la las de emisión nuevas Accionistas No.60, autorizó la emisión deacciones hasta por $1billón depesos, yordenó a Emisión deAcciones - internacionales vehículo de inversión para llevar a cabo la emisión de bonos en los mercados TGI InternationalTGI Ltd. 2 de noviembre de 2011 con la adjudicación de 594.020.517 acciones ordinarias por un ntugá s
S.A.C. S.A.C.
por USD$610 millones,por USD$610 a una tasa de 6,125% iales y subsidiarias y iales
de capital de capital de septiembre de 2011 la Junta Directiva en su sesión No. 1481 aprobó el ). 3 - ,
se han capitalizado USD$97,900,000 (EEB USD$
autorizó realizar la emisión de bonos bajo la regla 144A Regulación S, El junio 13de 2008fue de constituida bajo las leyes peruanas la
–
El octubre 7de 2011 de .
– – . . E
Internacional
l 9de agosto de 2011l Fue constituidaFue Islas en con el Cayman Fue constituidaFue enIslas con el propósito Cayman servir de de por aportes y TGI con de enEEB el un 75% Al 25%. 31 de crementar el endeudamiento externo de la Empresa.
-
e su filial EEB International Ltd.
Perú S.A.C. (hoy Contugas S.A.C.), Empresa S.A.
los cuales habían sido emitidos octubre en de en la Asamblea General Extraordinaria de E.S.P.
y
a Asamblea General el 6 de octubre de 2011 se publicó el
reapertura la de emisión bonos por de
( TGI ) SV %
-
SV. F y un plazo de 10 años. ue
propósito de servir de constituida mediante la 73,425,000 ,
utilizó la opción de Extraordinaria
de
$1.300 con un –
TGI TGI de
,
329 Financial Statements Financial 330 EEB Sustainability Report 2013
departamento de Lima y la Prov febrero de 2002 y se dedica a la distribución y comercialización de gas natural en el Gas NaturalGas deLima y Callao S.A. (Calidda) EEBGAS Ltd.EEBGAS de instrumento de transferencia al mercado asegurador Ltd Re . ENERGY EEB registrada en la Comercio de bajo Cámara el No. 01707705. 2013 se protocolizó la fusión en la cual Ltd. EEBGAS fue absorbida por S.A.S.,B GAS EE fue que conforman el Grupo Energía de Bogotá, tanto en Colombia en el como exterior. S.A. enadelante 31 de diciembre de 2013 se han Investments Ltd. patrimonio poseídos en la compra de las en de la inversiones compra el Ashmore posee que Fondo EEB adquirióEEB la compañía AEI Perú Holdings realiz de ellas 60% acciones de Calidda con EEB Perú HoldingEEB USD$ electricidad. s 7 IngenieríaEEB y Servicios EEB GAS S % enesta95,29 compañía. % servicio de transporte de energía eléctrica en este país. A adjudicatariacomo de la Licitación PET- dedicadaEmpresa al transporte energía de eléctrica. realizado capitalizaciones por USD$ Transporta las actividades comercialización de ydistribución energía de eléctrica. 26813 con vigencia indefinida. El objeto soc Tercera de Bogotá, inscrita en la Cámara de Comercio de esta ciudad bajo el número fue creada mediante escritura pública No. 972 del 21 de marzo de 1958 de la Notaría Empresa deEnergíaEmpresa deCundinamarc Cundinamarca S.A. E.S.P.), por unvalor $218.332. de accionaria en la Electrificadora de Cundinamarca E.S.P. (hoy Empresa de Energía de ac Nacional tiene para la venta, el objeto de participar en el proceso de adjudicación de las electrificadoras que el Gobierno febrero de 2009 se Distribuidora Eléctrica S.A. Cundinamarca de E.S.P. (en adelante DECSA) ociedad por
de ciones. DECSA resultó adjudicataria en subasta pública del 82,34% de participación
EEBGAS L EEBGAS abril abril ó 1,020,
el 14 de febrero de 2011, con de 2011 .
654. dora A Al 31dediciembre de2013 a . td. – S cciones
. Se constituyóSe
Calidda (Perú)
– y nacionalizar la inversión en de Energíade Centroamérica de S.A. (en adelante TRECSA)
y se dedica a Fue constituida en Colombia el s constituyó la Distribuidora Eléctri
Ltd.
s – implificada, AEI Promigás Ltd., AEI Promigás Holdings Ltd.
Fue constituida el
-
E l 19de enero de 2011la suscribió Empresa unacuerdo para
donde participaEEB con y elCodensa con de el51% las 49% S.A. en mayo de en mayo . incia Constitucional del Callao del Constitucional incia
la prestación servicios de consultoría de proyectos en de efectu
.
( El cierre la de operaci 168,942,517 con un capital autorizado de $5, EEBIS EEBIS un ado capitalizaciones por USD$36 1 , haefectuado EEB capitalizaciones por pago efectuado por porEEB US a S.A. E.S.P. (en adelante EEC - 2009 en Guatemala, para la prestación del 2012 Guatemala) 7
ial principal esel la desarrollo de Empresa de Ltd. (hoy Perú EEB Holding
de enero de 201 PROMIGÁS
aportando los activos, pasivos y – y posee una pa
1 F 2 de octubre deuna 2012 como ue constituida en Lima, Perú, el 8 de ca de Cundinamarca S.A. E.S.P. Constitui ,
ó de los riesgos de las empresas –
l
n de compra de C
31 de diciembre de 2013 S.A. E.S.P. S.A. Fue constituida en
. 3 y tiene objeto como servir
da el 8 de febrero de 2010
Gas NaturalGas y Callaode Lima rticipación accionaria d cuyo fin era
y AEI Promigás El 2 El s ,000,000. D
Ltd.), posee que $111,240,000. ) 1
–
a de febrero de
La Empresa La Empresa lidda se Guatemala Guatemala
fusionarse - -
E
EEB ha EEB
l 11de , con con el el
Al Al el el
Empresa ColombianaEmpresa Petróleos de (en adelante Ecopetrol) a TGI los siguientes contratos BOMT’s, los cuales fueron suscritos inicialmente por l parte delComo proceso enajenación de los de activos, derechos ycontratos, Ecogás cedió y manteni financiación y depreciación del activo (gasoducto), los costos de administración, operación riesgo país, el riesgo del sector (negocio), la rentabilidad del mínima inversionista, la recibe el propietario del usuario, compuesto por una tarifa de transporte y otra por disponibilidad. El pago que plazo largo de tiempo (10, 15 y 20 años, para el caso) y recibe un pago mensual del opción detransferencia dela prop internacional, la construcción, operación, yal del término mantenimiento proyecto la consisteque mecanismo en acordar con una compañía del sector privado nacional o se emplea para desarrollar ampl relaciona directamente enlo concerniente al transporte gas ynuevos de requerimientos de TGI notieneECOGÁS. relación directa con pago los de propietarios los de pero BOMT, si se consolidada el gasoductos correspondientes a los contratos derecho BOMT, adquirido por la compra TGI tiene el derecho total de usufructo de la capacidad de transporte de los tres Decreto 958de 1998. desde a 1998yque ECOPETROL hasta la finalización de los plazos contractuales. Los pagos efectuados a por ECOGÁS que los pagos de las tarifas pactadas en los contratos continúan a cargo de ECOPETROL Entre los propietarios y BOMT (1) operación, mantenimiento ytransferencia) TGI Principales contratos distribución de gas natural y transmisión de energía eléctrica en el Perú sectores de hidrocarburos y/o transporte de hidrocarburos por ductos, así como el 25 de junio de 2013 y se dedica a la prestación de EEB IngenieríaEEB y Servic DIJ DIJ 0001 VIT Contrato
BOMT - - - 738 P GTL - TGI ejercióTGI las opciones de decompra los gasoductos Boyacá BOMT; Santander el 21 de octubre de 2009 por US$542,501 y Ballena - - 98 iaciones ala infraestructura. 515
- Contratos BOMT’s BOMT’s Contratos
miento, imprevistos y los ajustes por cambios de leyes ambientales y tributarias. Cali Barrancabermeja (1) Gasoducto Ballena Santander (1) y Boyacá Gasoducto Gasoducto Mariquita– Infraestructura
2 de marzo de 2007 de la totalidad de activos, derechos y contratos de
BOMT debeser suficienteBOMT para cubrir la tasa libre deriesgo, el –
ios Perú S.A.C. S.A.C. Perú ios – (Build, Operate, Maintain Transferand / Construcción,
proyectos de infraestructura de alto valor financiero, Barrancabermeja el 24 de febrero de 2011 por US$2.195,818. S.A. Occidente de Transgás Centragás S.A. y Boyacá de Gases ECOPETROL existeECOPETROL una relación económica directa debido a Santander S.A. Propietario sume en elsume futuro están expresamente establecidos en el
iedad. El contratista propietario opera el bien durante un
( EEBIS PerúEEBIS ) US$ US$ US$ construcción Valor de 54,250,150 275,915,800 219,581,800 –
Son unamodalidadSon decontratación que servicios complementarios en los
. – (Años) Plazo
Fue constituida en Lima, Perú
20 15 10
finalización 25/08/2017 24/02/2011 30/09/2009 Fecha .
US$ US$ US$ Opción de compra a 2,759,158 2,195,818
542,501
331 Financial Statements Financial 332 EEB Sustainability Report 2013 2.
acumulado de 60 años. superior a 10 añ años al de su vencimiento o el de sus prórrogas. Cada plazo de prórroga no podrá ser podrá solicitarCompañía la prórroga del referido plazo con unaanticipación 4 de nomenor años contados a partir de l Comercial yel vencimiento del plazo del Contrato Concesión, de se que establece en30 vía red de ductos en el departamento de Ica desde la fecha de Puesta en Operación virtudEn del Contrato Conces de otorgamiento dela referida concesión. “Contrato de Concesión”, el cual regula los términos y condiciones que rigen el Gas Internacional S.A. ESP)., en su calidad de operador calificado, el denominado con intervención de Transportadora dedel Gas Interior S.A. E.S.P suscribióCompañía el 2009, de marzo 7de con el Ministerio Energía de y Minas y (MEM) Distribución de GasNatural por de Red Ductos en el Departamento de Ica. Asimismo, la (el Concedente) otorgó a la Compañía la adjudicación de la Concesi Resolución 046 N° Suprema const proyecto consiste en 6 lotes distribuidos a lo largo del territorio Guatemalteco, licitación abierta para la prestación del servicio transporte de Energía de Electrica las obras de transmisión, que le fueron adjudicados resultado como del proceso de operaciones la suscr Compañía Red de Ductos de el en Red Ica Departamento de (en adelante Contugas ampliaciones y construcción de nuevas subestaciones. TRECSA TRECSA contaminantes en el ambiente. permitiendo un ahorro en el de consumo combustible y menores emisiones de El390 MPCD. proyecto se cons (MillonesMPCD de pies cúbicos por día), pasando de una capacidad actual de 210 MPCD la cual permitirá la 180 en capacidad aumentar transporte Bogotá de de LaSabana en y demás aspectosy demás de operación y regulación del sector. competencia, el régimen económico, tarifario y de subsidios para las ventas de electricidad Las Leyes 142y143del j 11de Reglamento Único Transporte de Natural Gas de se rigen por la disposicioneslas demás contenidas el en Código comercialización de la energía eléctrica, sus estatutos, los acuerdos marcos de inversión y lasnorman actividades relacionadas con la generación, transmisión, distribución y Estatuto Servicios de Públicos, yla Ley 143 Actualmente está endesarrollo La La LEGALMARCO Y REGULATORIO Barrancabermeja expansión Proyectos expansión de EEB ruyendo
y sus f sus y -
para Contrato de ejecución de obras de Transmisión -
Contrato Contrato iliales iliales un total de 84 Ley 2001yla 689de incrementar la capacidad transporte de los en gas de tramos os ypodrá otorgarse sucesivamente, sin sobrepasar unplazo máximo y Cusiana. en Colombia de de
Concesión Concesión del Distri de Sistema a fecha de cierre. Al vencimiento del Contrato de Concesión, la TGI - 5
2008-
kms de líneaskms de 230 yKv 24 obras entre las que se incluyen ibió el 22de febrero de 2010unContrato de autorización de
truirá con nueva tecnología en las compresoras, la – ulio de 1994 establecieron u ión, la tiene Compañía el derecho de distribuir gas natural
se rigen principalmente por la Ley 142
ampliación de la subestación compresora de la Sabana, La Empresa La Empresa EM, de fechaEM, de octubre 21de 2008, de el Estado Peruano
Resolución 1999por 071de la cual se establece el
de 1994 efectuó - de
(RUT) en Colombia.
Comercio. Adicionalmente las f , que
un programa de inversiones
estableció las disposiciones que na nueva estructura de
bución Natural Gas de por contrato –
(hoy Transportadora de Para realizar sus ón del Sistema de
BOOT) BOOT) de 1994 Ballena –
. o Mediante
El El iliales iliales de -
a 3.
2007). Mayorista de 1997, reformado por Acuerdo 68 de 1996, el Reglamento de la Ley General de Electricidad (Acuerdo 256 Electricidad (Decreto 93 Las técnicas vigentes. concesionarios en los contratos de concesión, así de los como dispositivos legales y normas servicio brindado y fiscaliza el cumplimiento de las obligaciones contraí Eléctrico yaplicar la Ley coordinar las políticas, planes del Estado, programas indicativos relativos al Subsector El Ministerio Energía de yMinas la Inversión Energía en yMinería in 040 D.S. N°27133, promulgada el 18 de noviembre de 1999, y su reglamento aprobado mediante 19 de agosto de 1993 y la Ley de Promoción de Desarrollo de la Industria del Natural Gas Las filiales enPerú se rigen por la Ley Orgánica Hidrocarburos de N°26221, promulgada el que es un Organismo Técnico adscrito al Ministerio de Minas y Energía. transporte de gas PRINCIPALES CONTAB POLÍTICA PRÁCTICAS Y S Las tarifas aplicables al servicio transmisión de energía de Matriz ubicada homologada a los Principios de Contabilidad Generalmente Aceptados aplicados requiere Para efectos dela preparación ypresentación delos estados financieros consolidados, se contabilidad generalmente aceptados en otros países. generalmente aceptados en Colombia, podrían no estar de acuerdo con principios de contables aplicados por la Empresa que están de acuerdo con los princ Pública (PGCP), expedido por la Contaduría General dela Nación (CGN). Ciertos principios Así aplica mismo, el Sistema Unificado deCostos yGastos generalmente aceptados en Colombia, los cuales están prescritos por disposiciones legales. Los estados financieros fueron preparados acuerdo de con principios contabilidad de sus Filiales: sus continuaciónA se describen las principales políticas contables a Superintendencia deServicios Públicos a. dustria del gas natural. Por otra parte, son supervisadas por el Organismo Supervisor de
filial estados financieros de Los Accionist consolidados, los cuales también son presentados a la Asamblea General de el Código de Comercio exige la elaboración de estados financieros de propósito general de Accionistas y que sirven de base para la di de propósito general sin consolidar, los cuales son presentados a la Asamblea General Bases deconsolidación
es estados financieros consolidados al 31 de - que la información financiera reportada por las empresas del exterior sea 99-
– en Guatemala está
AMM as para su aprobación, pero no son EM, el cual establece las condiciones para la promoción del desarrollo la de en
- Colombia. son reguladas por la Comisión de Regulación de Energía y(CREG), Gas
(Acuerdo 299 - y su Reglamento. 96 del Congreso de Guatemala) promulgada el 15 de noviembre :
–
n La Empresa debe presentar debe La Empresa estados financieros individuales
regida - - MEM – 98 del 1
OSINERGMIN, el cual vela por la calidadOSINERGMIN, yeficiencia del - 2007) y el Reglamento del Administrador del Mercado - s
es el órgano del Estado responsable de formular y Domiciliarios por el Marco Legal
de junio de 1998, reformado por Acuerdo 69- de base p stribución de utilidades. Adicionalmente, diciembre
y el Plan General de Contabilidad
LES
, distribución energía de ara la distribución de utilidades. definido por actividades expedi de 201 doptadas por la Empresa y en la Ley General de 3
y 201 ipios de contabilidad das por los
- 97 del 2 de abril 2
incluyen los por la casa do por la
y
333 Financial Statements Financial 334 EEB Sustainability Report 2013
resultados financieros consolidados frente a los de la casa matriz: A continuaciónA se detalla al 31dediciembre de201 continuaciónA se detalla La información de resultados las de filiales se detalla es como acontinuación: La información los de balances generales diciembre a31de 201 de financieros consolidados frente a los de Interés minoritario balance Resultado neto Patrimonio Pasivo Activo S.A.S. GAS EEB EEBGAS Ltd. S.A. Guatemala EEBIS filial y Ltd. Holdings Perú EEB Trecsa S.A. Contugás S.A.C. DECSA E.S.P. y filial InternationalEEB Ltd. filial y E.S.P. S.A. TGI E.S.P. S.A. EEB EEB EEB Energy Re. Ltd. S.A.S. GAS EEB S.A. Guatemala EEBIS EEB T C D InternationalEEB TGI EEB Interés minoritario resultados recsa S.A. ontugás S.A.C. ECS PerúEEBIS S.A.C. EEB Energy Re. Ltd. S.A.S. GAS EEB S.A. Guatemala EEBIS filial y Ltd. Holdings Perú EEB Trecsa S.A. DECSA E.S.P. y filial Contugás S.A.C. EEB filial y E.S.P. S.A. TGI IS Perú S.A.C. S.A. E.S.P. E.S.P. S.A. Perú S.A. E.S.P. A
E.S.P. E.S.P. International Ltd.
Holdings
y filial y
de las filiales filiales las de y filial y
Ltd.
Ltd.
y filial y
l
os
balances
es se como detalla a continuación: al 31 de diciembre de 201 $
(Casa Matriz) (Casa
11.867.211 Activo general 1.309.345 5 10.777.728 .739.840 589.757 566.424 5.087.324 Activo 6 602.065
56.954 EEB 7 554.451 870.435 317.157 389.637 549.094 7.674 4.538
11. 9. 2. 374 3
2 8 061.251 8 867.211 es
5 05.960 4 2 - - la casamatriz:
Porcentaje de 3.560 Participación
a 31 de diciembre de 201
99,50% 95,29% 68,05% 100% 100% 100% 100% 100% Pasivo 60% 51% 2.700.529 2. 2.467.175 1.783.068
Pasivo
061. 962.879 249.586 54 295.134 595.641 234.200 248.244
55.744 35.279 Consolidado
1.001 6.419 5.387 $
- - 251
83 4
- -
2 3
EEB
1 el efecto de los estados el 6. 9. 7.005.302 1. Fecha adquisición
Patrimonio Patrimonio
811.262 805.960 8 386.102
efecto de los estados 4 64.160 Grupo Grupo 3.560 3.0 9. 2.620.149 8.994.660
8 554.451 274.794 281.878 155.437 300.850 588.756 346.466 316.838 129.151 306.931
05.960 39.311 Octubre 2012 Febrero 2011 Febrero Feb Febrero 2009 Febrero 2007
Enero 20 1.210 1.255 Junio 20 Junio 2008 Abril 2011 ( 370 80 rero 2009
2 5 2 )
2010 2 3 13 13
Ingresos de Ingresos de
de de los estados de
operación operación
l os 685.947 286.529 874.645 105.672 492.665 283.813 702.309 102.685
1.429 5.727 estados - - - - -
------
Resultado Resultado
de neto neto (12.843) (12.239) ( 247.680 690.701 13 8 39.019)
4 24.595 34.167 23.977 50.420 17.565 17.278 3.560 0.067 (159) (571) - - (89) (79)
994 -
e. d. c. b.
realizarse la transacción. Al cierre cada ejercicio de los saldos por cobrar opor pagar contabilizan a las tasas de cambio aplicables que estén vigentes en el de momento notas sobre los mismos. que no hubieran sido objeto de registro o revelación en los estados financieros o en las de excepción en cuantías superiores de alla 5% utilidad neta o de los activos netos elaboración de este informe, la administración de la Empresa no conoce de situaciones informació reclasificaciones yrevelaciones requeridas por las disposiciones legales. base enla Con Conversión extranjera moneda de Materialidad preparan una vez al año, al 31 de diciembre. Período contable - por la Empresa y sus f Unidad monetaria - la consolidación saldos y operaciones importantes entre empresas relacionadas, fueron e eliminación de las inversiones, las operaciones y los saldo totalidad de los activos, pasivos, patrimonio y resultados de las filiales, previa global, el cual consiste en incorporar a los estados financieros de Bogotá S.A. E.S.P. consolidadas con sus filiales, aplicando el deconsolidación método Los estados financieros consolidados incluyen las cuentas Energía de Empresa de de de El es el siguiente filial y Ltd. Holdings Perú EEB Trecsa S.A. E.S.P. DECSA S.A. E.S.P. y filial TGI S.A. E.S.P. Interés minoritario resultados Interés minoritario balance Resultado neto Patrimonio Pasivo Activo
tall
e
d n analizada durante el cierre de los estados financieros y hasta la fecha de
el interés minoritario de los accionistas al 31 de
-
:
Los estados financieros
.
Los estados financieros consolidados
De acuerdoDe con disposiciones legales, la unidad monetaria
iliales iliales
$
en el proceso de conversión e (Casa Matriz) (Casa diciembre % 31 de % de 201 EEB - 40,00% 49,00% 31,95%
4,
10.777.728 Las operaciones extranjera enmoneda se 71 8.994.660 1.783.068 3 690.701 %
consolidados - -
diciembre de
% 31 de %
2012
Consolidado Grupo 40,00% 49,00% 31,95% $ 14.689.730
4,56%
EEB y
1.202.345 8.994.660 5.695.070 sus $ $ 116.557 690.701 31 dediciembre
de propósito general se
s recíprocos existentes. L notas incluyen los ajustes, s el peso colombiano. de 201 diciembre
1. 186.496 386.102 97 213.587 3
14.931
la Empresa, lala Empresa, 1.088
de 2013 $ $ liminados en
31 dediciembre de 201
y utilizada
1.202.345 2012 143.212 2 209.120 837.162
12.851 os os
335 Financial Statements Financial 336 EEB Sustainability Report 2013
i. h. g. f.
beneficios futuros: siguientes tasas promedio anuales de depreciación compra de cada título valor. L de la fusión, se contabilizan al costo y se ajustaron por inflación hasta el 2005. se cargan a gastos en la medida que se incurren yEEC EEB estén condiciones en enajenación de y/o uso. los mismos por deudas contraídas para la adquisición de activos, la cual es capitalizada hasta que en cambio, así determinada, es incluida en los resul USD$ certificada por la Superintendencia Financiera de Colombia ( se contabiliza al costo de adquisición. que no Las mejoras importantes alos activos se capitalizan ylos gastos mantenimiento de S.A. yTF Auditores S.A. La mediante avalúo técnico elaborado en el 2007 por el Consorcio Consultores Unidos contratos de Ecogás, Propiedades, planta yequipo Inventarios una protección adecuada contra pérdidas en c Provisión para deudores – Inversiones temporales extranjeraen moneda se actualizan a la tasa TGI TGI causan con base en la Tasa Interna de Retorno menores equipos Otros transporte de Equipo computación de Equipo comunicación de Equipo enseres y Muebles científico Equipo Maquinaria yequipo Redes, líneas y cables Plantas y subestaciones Gasoductos Edificaciones a s
propiedades –
1 al 31 de diciembre Los activos adquiridos enel proceso prolongan
-
- Se contabilizanSe al costo y se ajustaban por inflación hasta el 2001.
Se registranSe al costo promedio oasu valor neto derealización, el menor.
, planta yequipo
la vida útil la mejoran productividad no o yeficiencia los de activos
se contabilizaron al costo neto de reposición actualizado –
Son registradasSon al costo ylos rendimientos financi Representa la cantidad estimada necesaria para suministrar de 201 s 4% a 4% 10%
2% a 2% 4%
6,60% propiedades – 10% 20% 20% 10% 10% 10% EEB 2%
-
3 se
y depr
2012 Los activosLos recibidos de Transcogás por efecto
ecian en línea recta de acuerdo con las , planta yequipo, de enajenación de activos, derechos y respectivamente 5,56% a 100 4,35% a 10
2,04% a 5 2, 0,83% a 50 1,37% a 50 2% a 2% de cambio representativa de mercado 20% réditos 13 - % a % TGI .
5% 5%
TIR TIR a 50% - - 6,67%
, están que enfunción los de
2
tados del período, salvo la causada 0 0 0%
% % % % - normales. %
resultante la de al momento
). La ganancia o pérdida adquirida $1.926,83 DECSA 6,66% 6,66%
10% 20% 10% 10% 4% 2% - - -
-
EEC
s
posteriormente y $1.768,23 3,3% a 10% - EEB PERU CALIDDA eros se 10% 20% 25% 10% 10%
- - - - -
por
,
j. l. k.
• mercado o su valor intrínseco es que menor el costo ajustado, una vez agotad patrimonial de superávit por valorizaciones. Si al cierre del ejercicio su valor de cierre del ejercicio es contabilizado valorización, como con crédito a la cuenta cualquier exceso del valor de mercado o del valor intrínseco sobre el costo Derechos es amortizado en un periodo de veinte años por el método de línea recta. acciones de capital y el valor intrínseco de las acciones adquiridas. El crédito mercantil correspondiente a la diferencia entre el costo de adquisición de las inversiones en resultados del ejercicio. valorización, los defectos se reconocen mediante provisiones con cargo alos inversionesDe permanentes provisiones con cargo a los resultados del ejercicio. agotado el superávit por valo Si al cierre del ejercicio el valor delos avalúos al es menor valor enlibros, unavez la un superávit por valorizaciones, el cual no es susceptible de distribución. Estas valorizaciones se contabilizan encuentas separadas dentro los de activos ycomo equipo. valor de los avalúos técnicos y el valor Crédito mercantil de cinco Intangibles del impuesto al patrimonio software y Diferidos activosOtros Inversiones permanentes propiedades,De planta y equipo Valorizaciones provisión con cargo al estado de resultados, respectivamente. activo con una contrapartida al superávit por valorizaciones en inferior valor asu libros, en seregistra cargo ala un valorizaciones cuenta de el en costo. Si al cierre del ejercicio el valor intrínseco de las inversiones es superior o donde no se tiene el control y que no cotizan en bolsas de valores,
s
propiedades gasoductos en un amortizan por el método de línea recta durante la vida útil estimada de los el valor neto de los activos, derechos y contratos adquiridos Derechos del negocio
y veinte – -
estudios y proyectos Corresponde principalmente alos costos incurridos enla de compra
–
–
–
, planta yequipo
años -
Se registraSe principalmente el crédito mercantil adquirido
período de 65 años (1,54% anual). , respectivamente
- –
Corresponde ala diferencia entre el valor por pagado TGI y Las inversiones permanentes renta de variable de de las Empresas colombianas . - rizaciones, los defectos se reconocen mediante
Para las inversiones en ,
- los cuales seamortizan se realiza
Corresponden alas diferencias existentes entre el neto , adicionalmente como como en libros de las propiedades, planta y mínimo
Empresa
en línea recta por u incluye cada tres años.
s no controladas, el patrimonio, o una
de Ecogás el saldo por amortizar se registran al
El avalúo de . Se . Se ajustado al n período Empresa a la la
337 Financial Statements Financial 338 EEB Sustainability Report 2013
o. n. m.
TransgásContrato BOMT provisiones con cargo a los resultados del ejercicio. agotado el superávit por valorizaciones, los defectos se reconoc valorizaciones, el cual no es susceptible de distribución; cuando es menor, una vez valorización en cuentas separadas dentro del activo superávit y como por los contratos. este último esmayor, Cuando determinado mediante costo de reposición por medio de la actualización del valor de valor neto en libros de los contratos y el BOMT valor del avalúo técnicamente Valorizaciones yProvisiones BOMT • período de 65 años (1,54% anual). resultados mensualmente a su valor de mercado y el ajuste resu cambio de sus obligaciones extranjera. en moneda derivados, con el propósito de reducir su exposición a fluctuaciones en el tipo de Servidumbres de línea recta durante la vida media rema gasoductos en virtud de los contratos Dichos BOMT. costos se amortizan por el método anticipado por concepto de seguros y costos de operación y mantenimiento de los Gastos pagados por anticipado educación beneficios complementarios a pensiones de jubilación, tales servicio como médico Beneficios complementarios a resultados. Los incrementos yEEC EEB L con base en las disposiciones legales y los convenios laborales vigentes. Obligaciones laborales Derivados financieros será fijos, vez seUna ejerza la transferencia del gasoducto, el valor acapitalizar activos como TransgásContrato Mariquita(Gasoducto BOMT
os ajustes periódicos del pasivo por pensiones de jubilación, directamente a cargo de gasoducto así: amortizan por el método de línea recta durante la vida media remanente del gasoducto descontando BOMT la depreciación por uso calculada técnicamente. Se de adquirir dichos activos y corresponde a los valores de Consultores Unidos S.A. yTF Auditores S.A., efectuado por la al Empresa momento actualizada mediante avalúo técnico elaborado en el 2007 por el Consorcio Derechos sobre contratos BOMT’s . , se hacen con base enestudios actuariales ceñidos alas legales. normas el y energía
costo neto del derecho la menos amortización acumulada y provisiones.
-
Se amortizanSe durante la vida útil estimada delos gasoductos enun o disminuciones en la obligación actuarial son cargados directamente (Gasoducto Mariquita – (Gasoducto
,
según corresponda,
- Contrato BOMT Contrato BOMT –
EEB EEB
L as obligaciones laborales se ajustan al fin de cada ejercicio y TGI
–
EEB –
– Corresponde principalmente apagos efectuados por Cali)
realiza Cali) y EEC
–
Corresponden ala diferencia originada entre el –
Corresponde al costo neto reposición de
n registra de acuerdo con cálculos actuariales nente de los contratos así: BOMT
operaciones con instrumentos financieros la diferencia seregistra una como n
el pasivo y sus actualizaciones por
Estos contratos son ajustados ltante esllevado acuentas de construcción cada de Tasa anual Tasa en mediante
anual
9,61% 1,81%
10,4 años Periodo Periodo 55 años
,
x. w. v. u. t. s. r. q. p.
cuotas exigibles en el respectivo período. cual se amortiza contra resultados totalidad del impuesto al patrimonio y su sobretasa razonable tales que diferencias se revertirán. el en tratamientoimpuestos ciertas de partidas, exista que siempre expectativa una impuestocomo de renta diferido el efecto de las diferencias temporales entre libros e la la en renta base con u para la equidad (CREE) gravable, estimada a tasas especificadas en la ley de impuestos; y el impuesto sobre provisión para impuesto sobre la renta y complementarios con base en la utilidad otras cuentas decontrol. responsabilidades cont resultados. precios de mercado determinados por las fiduciarias y su efecto es reconocido en patrimonios autónomo registro contable allí establecidas, principios de contabilidad generalmente aceptados en Colombia gas conformidad con el numeral 1 Art 127 causado, registraLa Empresa gasto la como totalidad los de cánones arrendamiento de superiores ade 36 meses duración, son considerados arrendamiento como operativo. igualesinmuebles iguales ypara bienes superiores muebles o o meses a60 están de acuerdo con principios de contabilidad gen deestimacionesUso registran con base ensu causación. reconocen enel período cuando se prestan los servicios. Los costos ygastos se Reconocimiento ingresos, de costos ygastos Cuentas orden de Imp Provisión para impuesto derenta ycomplementarios legaleslas normas vigentes. Principalmente seincluye transporte el de impuesto de impuestos, contribuciones yotros conceptos afavor deentes públicos, con base en Recaudos afavor terceros de Depósitos entregados en administración mayor valor de la obligación. son controlados en forma separada y los rendimientos generados se registran como recursos recibidos por parte terceros de Depósitos recibidos en administración Leasing infraestructura de proyectados a la fecha de cierre del ejercicio con cargo a resultados pasivo que, a valor presente, cubre la obligación estimada por éstos beneficios preparados por un actuario independiente. , contribución industrias de yla cuota fomento. de uesto al patrimonio sin que deba reconocer el activo con su correspondiente obligación, de
-
Se -
s en fideicomisos de administración de pensiones son valuadas a Las políticas contables siguen que la ysus Empresa Filiales ingentes, registran bajo cuentas orden de principalmente los derechos y –
De acuerdoDe con lo establecido por la Ley que regula los –
Los contratos arrendamiento de financi
–
Corresponde alas obligaciones derivadas recaudos de
las diferencias entre las cifras contables yfiscales y
la
anualmente durante cuatro años por el valor de las s
- empresas – 1 del Estatuto Tributario.
Se registranSe con cargo aeste rubro los con una destinación específica. Estos recursos -
Las inversiones constituyen que los
Por lo tanto, se está aprovisionando el
–
Los ingresosLos
en Colombia tilidad gravable; además, registra , eralmente aceptados, lo que
– con cargo a activoun diferido, el
La La Empresa operacionales opt
y las alternativas de aron
determina la ero de bienes .
por causar la
se
de
339 Financial Statements Financial 340 EEB Sustainability Report 2013 5. 4.
INVERSIONES TEMPORAL INVERSIONES EFECTIVO z. y. Bancos Fondos especialesFondos (1) Bonos y títulos Caja Derechos fiduciarios Certificados de depósito a término (1) I principios de contabilidad generalm diciembre de 2012, la Empresa está obligada a iniciar el proceso de convergencia de los conformidad con lo previsto en la Ley 1314 de y2009 el decreto reglamentario 2784 de (1) diciembre de 2015 emisión de los primeros estados financieros comparativos bajo NIIF será al 31 de al Grupo 1 Estratégico clasificando las compañías en propósito, el Consejo Técnico de la Contaduría Pública emitió el Direccionamiento a Convergencia Normas nternacionales de
un fu cual el diciembre 31 de 2013 asciende a USD$4,023,125 (USD$4,023,325 a diciembre 31 de 2012). ejercicio dividida entre el número de acciones financiero ante una situación coyuntural que se presente en el gasoducto acuerdo lo con establecido el en acuerdo al método indirecto. Estado flujos de efectivo de Utilidad neta por acción las estimaciones utilizados ysupuestos fueron las en los circunstancias. adecuados Aun financieros y para efectuar las revelaciones que se requiere efectuar los en mismos. para determinar la valuación de algunas de las partidas individuales de los estados requiere la que Administración efectúe ciertas estimaciones yutilice ciertos supuestos Fondos restringidosFondos
f ondo de cuando pueden llegar a diferir de su efecto final, la Administración considera que , cuyo periodo
e cedido pors a Ecogá TGI. Dicho contrato estipula que se debe tener a disposición del contratista e
mergencia, constituido con elYork, New BBVA cuya finalidad . I nformación –
Co
obligatorio detransición comienza el 1deenero de2014yla rresponden Internacionales Información de Financiera - ES
Se determina tomando como ba determinaSe como tomando contrato DIJ BOMT
F
- inanciera siglas por sus (NIIF IFRS o inglés). en Para este
Los estados flujos de efectivo de se hanpreparado d ente aceptados en Colombia a las principalmente a efectivo tres grupos tres - 738 celebrado entre Ecopetrol y Transgás de Occidente,
suscritas y pagadas
$ $ $ $ , los de cuales
disponible para el
2013
se la utilidad neta del
o sus componentes. es garantizar el cubrimiento 975.882 165.624 672.203 453.209 983.713 53.370 7.752 la Empresa pertenece la Empresa 79 N
en circulación. en f ormas ormas ondo de $ $ $ $
-
De De e
2012 mergencia de El saldo a
397.292 128.922 259.406 404.512
79.171 51.313 7.114 e
106
6.
(2) DEUDORES (1) Cuent Menos Menos Subtotal difícil de Deudas cobro (4) deudores Otros Depósitos entregados (3) Anticipos de impuestos y contribuciones (2) Avances y anticipos entregados (1) Prestación de servicios (1) Armenia, Tesalia,
$ principalmente a los proyectos Arm por $13.934 para obras relacionadas con la construcción de la concesión $1 Al 31 de diciembre de 2013 corresponde principalmente a los anticipos as porcobrar avinculados (Nota 16) (a) Al 31 de diciembre de 2013 Otros Anticipos industria y comercio Al 31de diciembre
Saldos a favor de liquidaciones privadas Saldos a favor impuesto sobre las ventas (a) extranjeraDepósitos enmoneda colombianos Depósitos enpesos 73. – – 3.886
Cuentas Cuentas por cobrar a largo plazo Provisión para deudas de dudoso recaudo 788 Caliddaen por facturaciones gravadas. v $ Al 31 de diciembre de 2013
entas 34.833
, TRECSA a contratistas por $ para la ejecución de obras del proyecto Guatemala
(en adelante IGV) , el cual se genera por la adquisición de bienes y servicios enia, Tesalia, Alférez
Alférez
de 2013y 2012, corresponde a: anticipos $26.946, Contugas por $13.196 y Trecsa por $21.534.
de EEB p
y 201
Al 31 de diciembre de 2012 corresponde a los saldos a favor del generadoIGV sobre contratos
generado
c
or $10.320. orresponde 2
y Chivor
corresponde 46.625
en
de EEB por $ Calidda por $31.855 para la ejecución de obras del proyecto Guatemala
principalmente entregados por $ TGI
a :
29.176
y avances aproveedores para los proyectos
$ $
$ $ $ $ a
los saldos a favor del . , Al 31 de diciembre Contug 10.7 2013 sobre contratos entregados por TGI
que
85 y avances aproveedores para los a (168.782) , s 120.244
(91.383
TRECSA 453.209 139.616 313.593 642.452 811.234 320. 170.899 90 123 120. 107.026 será 93.062 24.222 por $ 25.366 59.606 2.544 2. .362 416 760 720 617 244 n
compensado )
a contratistas
de 2012 i
$ $
$ $ $ $
mpuesto
y Trecsa y
corresponde 2012 s g
, CONTUGAS con futuras con
eneral de
por por (99.125) (86.021) 268.782 577.582 128.922 104.441 762.728 107.434 676.707 158.714 61.676 73.823
55.063 73.823 98.152 24.481 9.875 1.876 396 760
341 Financial Statements Financial 342 EEB Sustainability Report 2013 7.
(1) INVENTARIOS El detalle la de provisión cartera de es el siguiente: (3) Menos Inventario entránsito Inventario enpoder terceros de Almacenes (1) Saldo final Castigos Recuperaciones Ajuste provisión – inicial Saldo (4)
Al 31 de Al 31 de diciembre Otros deudores Reclamaciones Instalaciones internas por cobrar $9.694 y Préstamos a empleados Venta de activos manera: Compartibilidad pensional Cuotas partes (a)
Al 31 de diciembre de 2013 y 2012 Fondos retenidos Derechos en Fideicomisos Depósitos en garantía Cuentas recaudadoras (a) Depósitos judiciales
–
liquidada. distribución de gas natural un fideicomiso de flujo donde Para el año 2012 Provisión para inventarios
diciembre Calidda $
10.651, Contug resultado del ejercicio del resultado
pensionales
por
de 2013 de 2013 y 2012
$39.400 y
c
omo garantíaomo del
á
s y 20
por $13.559 y
. Para el año 2013 el crédito sindicado fue cancelado y dicha garantía fue $32.069 1
2
se canaliza el saldo otros de deudores corresponde a: el saldos depósitos de entregados corresponde a: corresponde
, c TGI por TGI rédito sindicado que t
$
6.262 ban
a
l
$32.806 y
todas inventario
y $6.753 EEC y
la s
cobranza
$ $ $ $ $ $ $ $
de materiales
31.481
enía
$ 2013 Calidda con , s
4.731
Trecsa por concepto de servicios de 100.183 102.212 (4.557) 123.
2.338 , respectivamente. 45.8 33.694 15.434 19.785 59.606 51.412 distribuido (1.463) 91. 86.021 8.46 2.241 1.811 4.142 7 por (616) 190 .441 112 362 383 49 20
el el 8 $ $0 y $125.201, -
ICF, IFC y CAF, se
$ $ $ $ $ $ $ s
de la siguiente 2012
212.426 210.395 EEB (2.893) 107.434
4.818 11.494 32.563 23.932 15.377 18.110 20.809 55.063 28.125 (2.190) 86.021 73.496 15.485 5.852 1.935 4.194 por poseía (770) 106 106 $ -
8.
Al 3 Al Al 31dediciembre de2013 PROPIEDADES, PLANTAYEQUIPO,NETO El Depreciables: Subtotal no depreciables depreciables:No Provisión para propiedades, planta y equipo Subtotal propiedades, planta y equipo Subtotal depreciables Depreciables: Subtotal no depreciables depreciables:No Saldo final Recuperaciones Ajuste provisión inicial Saldo Equipos de comunicaciónycomputación de Equipos enseres y Muebles Maquinaria yequipo Redes, líneas y cables Plantas, gasoductos y subestaciones Edificaciones Vías de comunicación internas Activos improductivos Construcciones en curso (1) Terrenos menores equipos Otros transporte, de Equipos tracción yelevación Equipos enseres y Muebles Maquinaria yequipo Redes, líneas y cables Plantas, gasoductos y subestaciones Edificaciones Vías de comunicación internas Activos improductivos Construcciones en curso (1) Terrenos movimiento de la provisión de inventarios es el siguiente: 1 de diciembre de 201 de comunicación ycomputación
-
resultado del ejercicio
2
, los siguientes son los valores propiedades, de planta yequipo: , los siguientes son los valores propiedades, de planta yequipo:
$ Costo histórico Costo histórico
4.461.354 (164.282) 4.625.636 3.409.619 4.185.160 3.458.379 462.998 169.145 150.108 509.299 130.648 440.476 4 19.215 28.130 26.820 77.027 18.297 32.138 16.037 32.744 20.600 9.603 5.550
$ $ 2.893 365 661 659
81
2013 $ (707.872)
Depreciación Depreciación acumulada acumulada
4.557 1.715 (707.872) - (51)
- - -
(150.161) (393.615) (707.872) (163.548) (486.704) - (14.951) (10.275) (16.837) (16.492) (11.634) (19.946) (237)
- - - - (4.567) (3.511) (5.800)
$ $ -
$ 3.753.482 2012
(164.282) Neto Neto 3.917.764 3.016.004 3.477.288 2.971.675 312.837 169.145 150.108 345.751 110.702 440.476 4 2.893 3.131 (725) 19.215 13.179 16.545 60.190 18.297 15.646 10.237 21.110 20.600
128 5.036 2.039 487 81 659 661
343 Financial Statements Financial 9 6
- - - - - 2.127
71.344 50.870 34.366 31.341 Equipos de transporte, tracción y elevación 4.762 (3.128) 1.634 189.241 566.788 958.362 403.179 276.878 141.755
Otros equipos menores 239 (166) 73
Nota 12) 4.162.114 1.435.848
Subtotal depreciables 4.019.198 (593.700) 3.425.498 $ $
Valorización (Ver (Ver Valorización
2013 Subtotal propiedades, planta y equipo 4.188.343 (593.700) 3.594.643
8 8
Provisión para propiedades, planta y equipo (100.673) - (100.673) 75 599 123 794 - -
4.077
34.611 77.048 86.762 47.640 21.462
254.002 184.930 153.494 208.768
$ 4.087.670 $ (593.700) $ 3.493.970
736.514
(1) Al 31 de diciembre de 2013 y 2012 corresponde a: 1.810.915 Valor en libros Valor $ $ $ $
Proyecto 2013 2012
(3) (9)
(10) UPME – EEB (a) $ 61.885 $ 8.782 (20) (219) ------
(2.539)
Report Sustainability Obras línea Suroccidente – EEB 722 722
Riesgo sísmico torres de transmisión – EEB 1.560 224 (2.800) Provisión $ $
Subestaciones revisión, control y protecciones – EEB 307 307 Reconfiguración sistema de comunicaciones – EEB - 4.621 EEB Modernización sistema de comunicaciones Bogotá - EEB 1.535 - 11 Financial Statements 20 84 18
Adecuación bodegas – EEB 2.293 623 599
Modernización estación de bombeo Tominé - EEB 1.340 - - 4.077 2.662 1.013 34.611 77.048 86.762 47.640 21.462
Riesgo indisponibilidad infraestructura centro – EEB 689 - 254.002 184.930 153.494 208.768 Obras línea Guavio – EEB 1.489 1.101 Costo 736.514 Expansión Ballena- Barrancabermeja – TGI 318 4.345 1.813.715 Expansión Cusiana – TGI 3 26.857 $ $ $ $
Laboratorio móvil y herramienta inteligente – TGI 779 1.608 Proyecto gasoducto de la Sabana – TGI 16.620 1.732 Top End Compresoras – TGI - 1.437 0,11% 0,04% 2,52% 0,70% 0,07% 0,00% 0,00% 1,67% 0,04% 0,00% 14,07% 15,15% 37,44% 36,36% 40,00% 24,99% 16,23% Adecuación contraflujo Ecopetrol – TGI 1.635 - 40,00% 15,64%
2013 2012
accionario Construcción variante rio Guarinó – TGI 674 - Porcentaje Implementación y configuración software – TGI 1.695 - Proyecto de ingeniería – EEBIS 2.416 - Proyecto líneas de transmisión – TRECSA 303.731 67.531 Equipos informáticos y comunicación – EEC 1.991 - Adquisición y montaje equipos subestaciones – EEC 360 4.188 - 27 Obras civiles – construcciones – EEC 754 59 Implantación de scada – EEC - 693 Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Obras PCH Rionegro – EEC 823 3.727 Ordinarias Ordinarias Ordinarias Ordinarias Normalización y reposición de redes – EEC 5.857 6.658 Preferenciales Preferenciales Normalización subestaciones – EEC - 1.361 de acciones Tipo - Proyectos reducción pérdidas de energía – EEC 4.203 2.721 1 10
Rep. redes y líneas de distribución – EEC 682 1.341 223
Transformadores de distribución – EEC 1.831 - 31.026 9.229.121 Otros 3.023 9.470 8.772.703 55.758.250 20.952.601 48.025.920 20.010.799 28.864.000 68.716.000 18.448.050 18.781.876 161.811.391 232.285.704 $ 419.215 $ 150.108 acciones Número de (a) Corresponde al avance en la ejecución de construcciones asociadas a los proyectos UPME (Unidad de 84.000 171.821.067 planeación minero energetica) correspondientes a la ampliación del sistema de transmisión nacional: Chivor, Armenia, Alférez y Tesalia. Que fueron adjudicados a la Empresa. Adicionalmente el 22 de Enero de 2014, la Empresa resultó adjudicataria de la convocatoria UPME 05 de 2012 Segunda línea de transmisión Bolívar – Cartagena 220 KV.
Las propiedades, planta y equipo enunciadas anteriormente, son de plena propiedad del
Grupo y no presentan condicional alguno ni garantizan obligaciones con terceros, salvo lo Actividad indicado en los covenants de las emisiones de bonos de EEB y TGI (Ver Nota 13). Generación de energía Generación de energía Distribución de energía Distribución de energía de energía Transporte de energía Transporte Distribución de gas Generación de energía Distribución de energía Generación de energía Generación de energía Servicio de acueducto Servicios de gas Transporte Servicios 9. INVERSIONES PERMANENTES de energía Transporte Distribución de energía Servicios financieros Alimentos
Acciones (1) 1.813.715 $ 1.770.161 Menos – Provisión para protección de inversiones (2.800) (2.829)
$ 1.810.915 $ 1.767.332 Empresa
344 (1) Inversiones permanentes a 31 de diciembre 2013 En compañías no controladas: Emgesa S.A. E.S.P. (1) Emgesa S.A. E.S.P. Codensa S.A. E.S.P. (1) Codensa S.A. E.S.P. S.A. Consorcio Transmantaro del Perú S.A. Red de Energía Gas Natural S.A. E.S.P. Isagén S.A. E.S.P. Interconexión Eléctrica S.A. E.S.P. Electrificadora del Meta S.A. E.S.P. S.A. E.S.P. Gestión Energética Electrificadora del Caribe S.A. E.S.P. Banco Popular Hidrosogamoso S.A. E.S.P. Aguas de Bogotá S.A. E.S.P. Grupo Nutresa Concentra Intelligence Energy (2) Promigás S.A. E.S.P. Otras menores 345 Financial Statements 347
de de
940
(940) -
22.099 25.911 82.546 44.882 AEI 150.275 121.293 447.946 340.533 339.593 193.855 533.448 524.542 204 (107.413) 4.095 5.291 5.315 al 31 de 31 de al 63.726 30.324 Ltd,
345.963 2012 2012
, .
) para la venta por por venta la para $ $ ($91.945
Promigás
$ 69.624 $ $ $
AEI
, manteniendo el 15,64% el manteniendo ,
1.204 35.878 27.265 84.159 27.921 $114.628 $114.628 325.784 312.805 150.275 479.284 152.582
(12.979)
155 (153.500) 3.468 4.762 5.857 la cual adquirió el 30% de los 30% los el de adquirió cual la
62.630 62.296 61.148 , escisión de escisión 173.283 405.659 870.926 264.951 2013 2013 la corresponden a: corresponden
$ 486.088 $ $ $
2
al 31 de diciembre de 2012 de diciembre 31 de al
201
$ $ $ y
servidumbres por servidumbres para independizar la participación de EEB en en EEB de participación la independizar para
, cada una de dichas empresas dichas de una cada
de 2012 se aprobó aprobó se 2012 de
29.348 ($ 37.954 Emgesa S.A. E.S.P., 20.010.799 y 20.952.601 20.010.799 Emgesa E.S.P., S.A. adquisición de adquisición Investments Ltd. Investments En octubre de 2012 fue constituida EEB GAS S.A.S. con el fin de fin EEB con el GAS S.A.S. constituida de 2012 fue En octubre
.
ota 19) ota
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.
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ota 27) ota
por medio de la creación de la filial EEBGAS LTD. filial la de creación la de medio por licencias y software por $ por software y licencias
, (N y otros por $8.396 ($14.417). $8.396 por y otros
Ver Nota 1) Nota Ver
( cumulada
inversión por medio de la fusión con EEBGAS Ltd., la cual fue aprobada y protocolizada en protocolizada y aprobada fue cual la EEBGAS Ltd., con fusión la de medio por inversión
$7.682) Holdings Ltd. y AEI Ltd. Holdings S.A.E.S.P.
(2) ACTIVOS mortización a mortización software y servidumbres software (1) A corriente Porción
n reunión de Directores celebrada el 5 de junio de 5 el celebrada Directores de reunión n – – nes a 31 de diciembre 31 de 2013 de 31 diciembre de 31 a nes accio en inversiones Las E Promigás Del total de acciones de Codensa S.A. E.S.P. y y E.S.P. S.A. Codensa de acciones de total Del respectivamente, corresponden a acciones sin derecho a voto con un dividendo preferencial de USD$0.10 USD$0.10 de preferencial dividendo un con voto a derecho sin acciones a corresponden respectivamente, Emgesa. para acción por USD$0.1107 y Codensa para acción por diciembre de 2012) y 2012) de diciembre Al 31 de diciembre de 2013 de diciembre de 31 Al TGI disponibles de equipo y planta propiedades, a corresponde 2013 de diciembre de 31 Al por ajenas propiedades en mejoras incluye 2012 y 2013 de diciembre de 31 al adicionalmente, $8.515, ( $11.010
Promigás ESP S.A. Promigas en participación la nacionalizar la la nacionalizar activos, pasivos, patrimonio, ingresos y gastos de y gastos ingresos patrimonio, pasivos, activos, 2013 de febrero
Codensa S.A. E.S.P. CodensaS.A. Emgesa E.S.P. S.A. E.S.P. S.A. Natural Gas E.S.P. S.A. Eléctrica Interconexión Popular Banco E.S.P. S.A. Isagén Electrificadora del Meta S.A. E.S.P. E.S.P. S.A. Promigás S.A. Perú del Energía de Red ganados dividendos Total (1) Menos Menos en administración entregados Depósitos Dividendos ganados: BOMT contratos bajo anticipado por O&M pagado Cargosdiferidos Impuestodiferido en fideicomisos fiduciarios Derechos Impuestoalpatrimonio Licencias, Otros activos (2) (1) (2) (1) recibidos: e intereses dividendos de los detalle el es siguiente El OTROS
10.
(1) Inversiones permanentes a 31 de diciembre de 2012
Número de Porcentaje Valorización (Ver Empresa Actividad acciones Tipo de acciones accionario Costo Provisión Valor en libros Nota 12)
En compañías no controladas:
Emgesa S.A. E.S.P. Generación de energía 55.758.250 Ordinarias 37,44% $ 736.514 - $ 736.514 $ 1.404.208 Emgesa S.A. E.S.P. (1) Generación de energía 20.952.601 Preferenciales 14,07% 254.002 - 254.002 554.532 Codensa S.A. E.S.P. Distribución de energía 48.025.920 Ordinarias 36,36% 184.930 - 184.930 948.613 Codensa S.A. E.S.P. (1) Distribución de energía 20.010.799 Preferenciales 15,15% 77.048 - 77.048 398.801 Consorcio Transmantaro S.A. Transporte de energía 232.285.704 Ordinarias 40,00% 140.859 - 140.859 50.289 Red de Energía del Perú S.A. Transporte de energía 28.864.000 Ordinarias 40,00% 79.620 - 79.620 95.759 Gas Natural S.A. E.S.P. Distribución de gas 9.229.121 Ordinarias 24,99% 47.640 - 47.640 268.398 Isagén S.A. E.S.P. Generación de energía 68.716.000 Ordinarias 2,52% 34.611 - 34.611 137.693 Interconexión Eléctrica S.A. E.S.P. Transporte de energía 18.448.050 Ordinarias 1,67% 21.462 - 21.462 158.370 Electrificadora del Meta S.A. E.S.P. Distribución de energía 31.026 Ordinarias 16,23% 4.077 - 4.077 33.610 Gestión Energética S.A. E.S.P. Generación de energía 161.811.391 Ordinarias 0,04% 2.662 (2.547) 115 - Electrificadora del Caribe S.A. E.S.P. Distribución de energía 18.781.876 Ordinarias 0,04% 1.013 (242) 771 - Banco Popular Servicios financieros 8.772.703 Ordinarias 0,11% 599 - 599 1.755 Hidrosogamoso S.A. E.S.P. Generación de energía 1 Ordinarias 0,70% 20 (20) - - Aguas de Bogotá S.A. E.S.P. Servicio de acueducto 10 Ordinarias 0,07% 11 - 11 - Grupo Nutresa Alimentos 223 Ordinarias 0,00% - - - 6 Concentra Intelligence Energy Servicios 84.000 Ordinarias 0,00% 84 (10) 74 - Promigás S.A. E.S.P. (2) Transporte de gas 20.784.813 Ordinarias 15,64% 184.990 - 184.990 47.463 Otras menores Servicios - Ordinarias 0,00% 19 (10) 9 9
$ 1.770.161 $ (2.829) $ 1.767.332 $ 4.099.506
- 28 -
EEB 2013
Report Sustainability 346
11. INTANGIBLES EEB - El avalúo técnico de propiedades, planta y equipo de EEB fue elaborado al corte 31 de diciembre de 2013 por CONSULTORES UNIDOS S.A., bajo la metodología de costos de Crédito mercantil (1) $ 413.002 $ 413.002 Derechos de negocio 318.191 318.191 reposición depreciado. Derechos sobre contratos BOMT 979.481 933.122 2013 Concesiones 1.434.834 966.686 TGI - El avalúo técnico de propiedad, planta y equipo fue elaborado al corte 31 de Derechos convenio Chingaza 57.287 57.287 Otros derechos 31.253 28.681 diciembre de 2013 por la firma TF Asesores y Auditores Ltda.
3.234.048 2.716.969 13. OBLIGACIONES FINANCIERAS Menos – Amortización Acumulada (409.038) (325.075) Fecha de $ 2.825.010 $ 2.391.894 Tasa de interés vencimiento 2013 2012
(1) Al 31 de diciembre de 2013 y 2012 el saldo del crédito mercantil es como sigue: Obligaciones financieras:
Report Sustainability Bonos y Títulos Emitidos EEB (1) 6,125% SV 10/11/2021 $ 1.455.473 1.087.796 Crédito mercantil Transcogás (hoy TGI) (a) $ 42.531 $ 42.531 Bonos y Títulos Emitidos TGI (2) 5,70% SV 20/03/2022 1.468.004 1.347.170 Crédito mercantil Consorcio Transmantaro (b) 69.368 69.368
EEB Bonos y Títulos Emitidos CALIDDA (10) 4,375% SV 15/03/2023 623.746 - Crédito mercantil EEC (c) 14.390 14.390 Sindicado (IFC, CAF e ICF) (3) (10) Libor + 5,2% y 7% 15/10/2019 - 215.551 Crédito mercantil EEB Perú Holdings (d) 25.729 25.729 Financial Statements Citibank del Perú (9) (10) Libor + 3,15% 15/04/2020 - 53.492 Crédito mercantil Promigás (e) 260.984 260.984 Corporación Andina Fomento (4) Libor + 1,6% 30/05/2020 179.220 177.147
$ 413.002 $ 413.002 Banco de Bogotá (5) DTF + 1% 23/02/2014 - 50.367
(a) El crédito mercantil se originó por la adquisición de acciones de la Transportadora Colombiana de Gas Banco de Bogotá 5,53% EA 10/02/2014 59.249 - S.A. E.S.P. (hoy fusionada con TGI S.A. ESP.) en dos operaciones así: Banco AV Villas 4,57% EA 10/02/2014 20.015 - Promigás Libor + 1,6% 16/03/2014 - 39.728 • En junio de 2005 – Se adquirieron 53.999.985 acciones equivalentes al 71,9998% por USD$12,500,000 a la Kreditansantal Fur Wiederaufbau 5,5% 30/06/2013 - 699 tasa representativa del mercado ($2.334,27 por USD$1 del 15 de junio de 2005), el valor patrimonial de la inversión era $10.207 y la diferencia se registró como un crédito mercantil adquirido por $18.972. BBVA Banco Continental (6) 3,93% EA 17/01/2013 - 91.886 Sindicado I Contugás (7) Libor + 3,15% 28/02/2014 - 99.021 • En julio de 2008 - EEB compró el 27,999% de capital accionario, representado en 71.400.006 acciones por Sindicado II Contugás (8) Libor + 3,5% 30/09/2019 500.078 - $33.000, quedando la participación de EEB en 99,99%. El valor patrimonial de la inversión era $9.441 y la Banco Agrario 5,97% EA 02/01/2013 - 20.016 diferencia se registró como un crédito mercantil adquirido por $23.559. Banco AV Villas 6,32% EA 02/01/2013 - 18.446 (b) En diciembre de 2006, EEB adquirió el 40% de la participación del Consorcio Transmantaro S.A. localizado en Perú Contratos de Leasing - - 12.689 1.350 por USD$50,078,471. La adquisición originó un crédito mercantil por USD$30,154,335 ($69.368 ), dada la Otras - - 23 1.320 diferencia entre el valor patrimonial de las acciones al 30 de noviembre de 2006 (USD$19,924,136) y el valor pagado por EEB (USD$50,078,471). Subtotal 4.318.497 3.203.989 (c) En febrero de 2009 - DECSA adquirió el 82,34 % del capital accionario de la EEC, representado en 3.268.886.843 acciones por $218.332. El valor patrimonial de la inversión era $ 203.942 y la diferencia se registró como un crédito mercantil adquirido por $14.390. Menos – Porción corriente (124.456) (259.393)
(d) En febrero de 2011, EEB adquirió el 100% de la participación accionaria de EEB Perú Holding Ltd. localizado en Islas $ 4.194.041 $ 2.944.596 Cayman por USD$111,240,000. La adquisición originó un crédito mercantil por USD$12,507,302 ($25.729), dada la
diferencia entre el valor patrimonial de las acciones al 31 de enero de 2011 (USD$98,732,698) y el valor pagado por EEB (USD$111,240,000). (1) En la sesión de Asamblea de Accionistas No. 61 realizada el 7 de octubre de 2011 se autorizó decretar la emisión de bonos bajo la regla 144 A regulación S, para financiar la recompra de (e) En mayo de 2012, como resultado de la escisión de los vehículos de inversión (Ver Nota 9), EEB constituyó EEBGas las obligaciones existentes bajo el bono emitido en el 2007, por un monto hasta de US$610 Ltd. para mantener el 15,64% de la inversión en Promigás S.A. E.S.P., esta transacción generó un crédito mercantil millones, sin incrementar el endeudamiento externo de la sociedad. por $260.984, dada la diferencia entre el valor en libros recibido de los vehículos $445.974 y el valor intrínseco de la inversión $184.990 al 30 de abril de 2012. El 3 de noviembre de 2011 la EEB, realizó la colocación de los bonos en el mercado internacional por valor de USD$610 millones a una tasa de 6,125% SV y un plazo de 10 años, haciendo VALORIZACIONES 12. efectiva la opción call del Bono y el 6 de diciembre de 2011 EEB International Ltd. utilizó la 2013 2012 opción call del bono y canceló la totalidad de la obligación.
Inversiones (Nota 9) $ 4.162.114 $ 4.099.506 En noviembre de 2013 se realizó una reapertura de la emisión de bonos por USD$139 millones, Propiedades, planta y equipo 1.186.297 845.811 a una tasa del 6,125% SV con el mismo vencimiento de la emisión inicial.
$ 5.348.411 $ 4.945.317 (2) En el 2007 TGI constituyó la filial TGI International Ltd. como vehículo de inversión para la emisión de bonos en los mercados internacionales de capital. La emisión fue realizada por USD$750 millones a 10 años con pagos de intereses semestrales en dólares a una tasa de
348 349
interés de 9,50% SV. TGI garantiza en su totalidad la emisión de bonos realizada por su filial necesidades del flujo mensual de caja, durante una disponibilidad de 18 meses que vencen el 28 TGI International Ltd. En consecuencia, TGI International posee un pasivo en cabeza del Bank of de febrero de 2014. En 2012 se desembolsaron US$156 millones. Los fondos obtenidos tienen New York que representa a los bonistas como agente. como finalidad cancelar la deuda con el BBVA Banco Continental y todos los costos y gastos asociados a la construcción y operación de la red de distribución de gas natural de Ica. 2013 En la sesión de Junta Directiva 68 del 16 de diciembre de 2011, se aprobó autorizar una o varias operaciones de manejo de deuda en la cual se sustituya el crédito senior suscrito con El préstamo está respaldado por un compromiso irrevocable de los accionistas EEB y TGI, donde HOLLANDSCHE BANK-UNIE N.V (hoy ROYAL BANK OF SCOTLAND- RBS) fechado el 3 de octubre de 2007, el cual es espejo a los bonos emitidos por TGI International Ltd., en la misma fecha, se comprometen incondicional e irrevocablemente frente a Contugás a realizar aportes de por una o varias emisiones de bonos internacionales directamente realizada por TGI hasta por inmediata disposición al capital social de Contugás directamente o a través de afiliadas; o USD$750 millones. mediante el otorgamiento a favor de Contugás de deuda subordinada; en el caso de Contugás no cuente con fondos suficientes y disponibles para realizar los pagos del contrato de crédito y Entre el 2 de marzo de 2012 y 6 de abril de 2012, se cancelaron los bonos antes mencionados y las obras asociadas al sistema de distribución de gas natural en el Departamento de Ica. TGI realizó la colocación de los bonos en el mercado internacional por valor de USD$750 Report Sustainability millones a una tasa de 5,7% SV y un plazo de 10 años, haciendo efectiva la opción call del (8) El 30 de septiembre de 2013, Banco Davivienda S.A., Corporación Andina de Fomento, Banco de Bono. Bogotá (Panamá) S.A. y Banco de Bogotá (Nassau ) Limited (en adelante “los Prestamistas”)
EEB acordaron otorgar a la Compañía un préstamo por US$310 millones, de los cuales US$110 (3) El 16 de abril de 2010, el International Finance Corporation (IFC), la Corporación Andina de
millones corresponden a Banco Davivienda S.A., US$135 millones corresponden a Corporación Financial Statements Fomento (CAF) y el Infrastructure Crisis Facility Debt Pool (ICF) (los prestamistas), otorgaron a Andina de Fomento, US$52 millones corresponden a Banco de Bogotá (Panamá) S.A. y US$13 Calidda un crédito sindicado por USD$135 millones, distribuidos así: millones al Banco de Bogotá (Nassau ) Limited. El plazo es de 72 meses y el principal es pagadero 100% al final de los 72 meses (bullet) más los intereses compensatorios devengados a • IFC: USD$50 millones de los cuales USD$40 millones en categoría senior y USD$10 millones en categoría subordinado. dicha fecha.
• CAF: USD$50 millones de los cuales, USD$40 millones en categoría senior y USD$10 Los desembolsos de este préstamo se efectúan en forma gradual según las necesidades del flujo millones en categoría subordinado. de caja mensual, hasta completar los US$310 millones a solicitud de la Compañía durante un período de disponibilidad (hasta el 31 de diciembre de 2014). Durante el 2013 se desembolsaron • ICF: USD$35 millones en categoría senior. US$258 millones.
Los fondos obtenidos de este préstamo tienen como finalidad principal el pago anticipado de Este préstamo devenga un intereses libor a 180 días más 3.50%. Adicionalmente, la Compañía préstamos, financiar la ampliación de la red principal y financiar la ampliación de otras redes. debe cancelar una comisión de compromiso de 0,90% efectivo anual por el importe no Los desembolsos de este préstamo se efectúan en forma gradual a solicitud de Calidda durante desembolsado del préstamo. Así también a la firma del contrato la Compañía canceló el importe dos años, hasta el 20 de mayo de 2012, hasta completar los USD$135 millones. de la comisión de financiamiento equivalente al 0.90% del total del préstamo. Los pagos de los intereses y comisiones se efectuarán semestralmente. Este préstamo devenga intereses semestrales LIBOR + 5,2% SV para la categoría senior (USD$115 millones) y LIBOR + 7% SV para la categoría subordinado (USD$20 millones). Las Los fondos obtenidos de este préstamo tienen como finalidad principal el pago del préstamo amortizaciones son de forma semi-anuales después de un periodo de gracia de dos años (categoría senior) y tres años (categoría subordinado). Así mismo, el principal de la categoría sindicado puente (por $216 millones a favor de Banco Davivienda S.A., Banco de Bogotá S.A. senior es pagadero en 16 cuotas semestrales desde el 16 de abril de 2012, hasta el 15 de New York Agency, Banco de Bogotá S.A. Panamá y Banco de Crédito del Perú) más la octubre de 2019, mientras que el principal para la categoría subordinado es pagadero en 14 financiación de la inversión restante para culminar el proyecto. cuotas semestrales desde el 15 de abril de 2013 hasta el 15 de octubre de 2019. Este préstamo está respaldado por un Compromiso Irrevocable de los accionistas en donde la (4) Como parte del proceso de restructuración de las obligaciones financieras en mayo de 2008, la Empresa de Energía de Bogotá y Transportadora de Gas Internacional, como obligados, se Empresa gestionó un préstamo con la Corporación Andina de Fomento CAF, con una tasa de comprometen incondicional e irrevocablemente frente a la Compañía a realizar aportes de interés Libor + 1,6% SV semestre vencido, y amortizaciones de capital en 14 cuotas inmediata disposición al capital social de la Compañía directamente o a través de afiliadas; o semestrales a partir del año 2013. Esta operación se hizo para sustituir el crédito contratado mediante el otorgamiento a favor de la Compañía de deuda subordinada; en el caso de que la con el banco ABN AMRO BANK por USD$100 millones. Compañía no cuente con fondos suficientes y disponibles para el pago del Crédito Sindicado y de las obras asociadas al Sistema de Distribución de Gas Natural en el Departamento de Ica. Así (5) El 17 de enero de 2013 la empresa canceló la obligación que tenía con el Banco de Bogotá cuyo mismo, el préstamo está respaldado principalmente por los siguientes elementos: vencimiento era 2014. • Hipoteca de la Concesión a favor de los Prestamistas (6) Corresponde a un pagaré emitido por el BBVA Banco Continental por el importe de USD$50,000, cuyo vencimiento es el 17 de enero de 2013. • Fidecomiso de Flujos de los ingresos de la Concesión • Carta Fianza respaldando el 100% de los intereses semestrales (7) El 29 de agosto de 2012 Banco Davivienda, Banco de Bogotá S.A. New York Agency, Banco de
Bogotá Panamá y el Banco de Crédito de Perú acordaron otorgar a Contugás un préstamo por US$ 215 millones, los desembolsos de este préstamo se efectúan en forma gradual según las
350 351
(9) Préstamo senior con el Citibank Perú S.A.,por US$30 millones, desembolsado en octubre de • La Empresa y sus filiales no podrán fusionarse o consolidarse con ninguna otra 2012 para el financiamiento de las inversiones en los bienes de la concesión. Las amortizaciones sociedad. son semestrales desde el 15 de abril de 2013 y devenga una tasa de libor 3,4% y vence el 15 de abril de 2020. • La Empresa y sus filiales no podrán dedicarse a ningún negocio diferente al negocio de 2013 transmisión de energía y gas y a las actividades o negocios que estén relacionadas. (10) En marzo de 2013, Calidda realizó una colocación de bonos en el mercado internacional por US$ 320 millones bajo la regla 144ª / Reg S. la misma que se concretó en abril con la liquidación de • La Empresa y sus filiales no podrán crear ni adquirir ninguna subsidiaria, ni podrán los fondos y de los cuales la Compañía utilizó en parte para prepagar el total de su deuda efectuar ninguna inversión en otra sociedad, excepto las inversiones relacionadas en el registrada a diciembre 2012; se prepagó totalmente los préstamos con International Finance curso ordinario de los negocios. Corporation (IFC), Corporación Andina de Fomento (CAF), Infrastructure Crisis Facility Debt Pool (ICF) y Citibank del Perú S.A., así como el préstamo subordinado de accionistas. La emisión de • La Empresa y sus filiales no podrán enajenar ningún activo a excepción de: bonos se realizó a un plazo de diez años, sin garantías, y con una tasa cupón de 4.375%. La Report Sustainability Compañía cuenta con calificación de riesgo internacional de BBB- por Fitch Ratings, BBB- por - Ventas de inventarios, activos averiados, obsoletos, usados, improductivos o Standard & Poor’s y Baa3 por Moody’s. Con el remanente de recursos de la emisión de bonos, sobrantes, desperdicios e inversiones en el curso ordinario de los negocios.
EEB la Compañía planea financiar sus planes de inversión de los años 2013 y 2014 que le permitan
seguir ampliando la red de gas en el Departamento de Lima y la Provincia Constitucional del - Que se reciba una contraprestación, que al menos el 75% de esta se encuentre Financial Statements Callao. representada en efectivo o inversiones temporales y que en los 270 días siguientes sea utilizada para pagar deuda o reinvertir en activos. Los instalamentos de deuda de largo plazo pagaderos en los próximos años son como sigue: - Otras enajenaciones por una contraprestación que no exceda, individualmente o en conjunto USD$30,000,000 (o su equivalente en otras monedas) al año. Año Valor • La Empresa y sus filiales no podrán incurrir en ningún endeudamiento y no podrán 2015 $ 27.925 garantizar ninguna obligación a favor de un tercero. 2016 27.957 2017 y siguientes 4.138.159 Adicional a lo anterior, la Empresa y sus filiales no podrán efectuar ningún cambio en el $ 4.194.041 tratamiento contable y prácticas de reportes financieros o en el tratamiento de impuestos, Covenants – TGI y EEB adquirieron los siguientes compromisos para incurrir en algunas excepto lo exigido o permitido por los principios de contabilidad generalmente aceptados actividades, bajo lo estipulado en el Indenture de la emisión: en Colombia, aplicados uniformemente durante los períodos.
Para EEB – A partir de noviembre de 2012 EEB tiene grado de inversión (BBB-AAA Col) otorgado por Fitch Ratings y Moodys y Standardad & Poor´s, por lo tanto las restricciones anteriores no La relación de endeudamiento entre la deuda neta consolidada y el EBITDA • tienen efecto. consolidado no debe ser superior a 4,5:1,0. 14. OPERACIONES DE COBERTURA • La relación entre el EBITDA consolidado y el gasto de intereses consolidado no debe El 6 de noviembre de 2008, EEB contrató una operación de cobertura consistente en un ser inferior a 2,25:1,0. cupón swap (intercambio de cupones) a través de la cual EEB recibe una tasa de interés del 8,75% en dólares sobre un monto de USD$133 millones y se obliga a pagar una tasa Para TGI – de interés fija en pesos de 10,85% sobre un monto nocional de $311.220 (equivalente a los USD$133 millones convertidos a una tasa spot de $2.340,00). Producto de la operación • La relación de endeudamiento entre la deuda neta y el EBITDA no debe ser superior a 4.8:1.0. de manejo de deuda mediante la cual se prepagó el crédito con Royal Bank of Scotland – RBS y se ejerció la opción de recompra del bono de EEB International Ltda., EEB realizó En el evento en que cualquiera de los compromisos anteriores se incumpla, la Empresa y emisión de un nuevo bono con vencimiento en el 2021 y modifica la operación de sus subsidiarias restringidas (TGI S.A. E.S.P., TGI International Ltd., Decsa S.A. E.S.P., cobertura con las siguientes condiciones: EEB recibe una tasa de interés del 6,125% en EEC S.A. E.S.P., EEB Perú Holdings Ltd., Calidda S.A., Contugás S.A.C., Trecsa S.A., EEB dólares sobre un monto de USD$133 millones y se obliga a pagar una tasa de interés fija International Ltd., EEBGas Ltd., EEB Gas S.A.S. y EEB Ingenieria y Servicios S.A.) tendrían en pesos de 8,78% sobre un monto nocional de $311.220 (equivalente a los USD$133 las siguientes limitaciones: millones convertidos a una tasa spot de $2.340,00), con vencimiento en noviembre del 2014. • La Empresa y sus filiales no podrán crear, incurrir o asumir, ni permitirán que exista ningún gravamen sobre ninguna propiedad o activo, utilidad o ingreso (incluyendo TGI con el fin de mitigar los efectos de las fluctuaciones en la tasa de cambio sobre la cuentas por cobrar) o derechos con respecto a alguno de ellos. deuda en dólares adquirida por la emisión de bonos en el mercado internacional de
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capitales, en enero de 2009 y julio de 2010, (estas últimas liquidadas en octubre y Menos - Porción largo plazo (13.815) (70.255) noviembre de 2011), se celebraron operaciones de cobertura. Estas operaciones consisten en la combinación de swaps y forward donde la Empresa se obliga a pagar a partir de 2011 $ 318.998 $ 290.553 una tasa cupón del 2 % sobre el monto nocional, convertida en pesos con la tasa spot 2013 (1) Al 31 de diciembre de 2013 y 2012 corresponde principalmente a facturas pendientes de pago a previamente definida por la Empresa e intercambiar pesos por dólares a la tasa forward proveedores y contratistas de: Calidda $95.586 y $61.226, EEC $34.726 y $32.746, TGI $12.077 y cotizada por la contraparte en la fecha del vencimiento. Estos contratos son ajustados $11.466, Contugás $23.302 y $37.412 y Trecsa $18.609 y 29.611, respectivamente. mensualmente a su valor de mercado y el ajuste obtenido es llevado a cuentas de resultado. (2) Al 31 de diciembre de 2013 y 2012 incluye principalmente comisiones, honorarios y servicios por $21.492 y $13.333, aportes por devolver por derechos de conexión, cargo y sobrecargo (Calidda) $29.659 y $39.138, Al 31 de diciembre de 2013 y 2012 TGI tiene suscritos los siguientes contratos de y subsidios asignados por EEC $14.077 y $10.163, respectivamente. cobertura: (3) Al 31 de diciembre de 2013 y 2012 corresponde principalmente a retenciones sobre contratos practicadas
Report Sustainability por TGI por $9.640 y $28.276, respectivamente. Entidad USD$ Tasa Spot Tasa forward Vencimiento
EEB Bancolombia (1) $ 50,000,000 2.230,00 3.478,50 Octubre de 2017 Bancolombia $ 50,000,000 2.210,00 3.439,87 Octubre de 2017 16. TRANSACCIONES CON EMPRESAS VINCULADAS Financial Statements Bancolombia $ 50,000,000 2.225,00 3.348,16 Octubre de 2017 Citibank N.A. (1) $ 50,000,000 2.250,00 2.995,00 Octubre de 2017 2013 2012 Activo: (1) En febrero de 2014 la Empresa liquidó sintéticamente dos coberturas a través de estructuras opuestas de Cuentas por cobrar – (Ver Nota 6) swaps y forwards, con estas operaciones se garantiza una perdida máxima al 3 de octubre de 2017. TGI Codensa S.A. E.S.P. $ 3.644 $ 3.764 espera durante el primer trimestre del 2014 limitar las pérdidas de las dos operaciones que quedan Emgesa S.A. E.S.P. 535 482 descubiertas a través de esta misma clase de estructuras.
4.179 4.246 Las valoraciones de los contratos de cobertura mencionados anteriormente son las
siguientes: Dividendos por cobrar: Codensa S.A. E.S.P. 65.810 58.443 2013 2012 Emgesa S.A. E.S.P. 100.910 85.382 Promigás S.A. E.S.P. - 10.643 Derechos sobre operaciones de cobertura $ (383.783) $ (369.153) Obligaciones sobre operaciones de cobertura 615.292 609.166 166.720 154.468
231.509 240.013 Subtotal cuentas por cobrar y dividendos $ 170.899 $ 158.714
Menos – Porción corriente (11.306) -
Pasivo: $ 220.203 $ 240.013 Cuentas y documentos por pagar – (Ver Nota 15)
El efecto de la valoración de las operaciones de cobertura en el estado de resultados al 31 Codensa S.A. E.S.P. $ 1.316 $ 1.439 de diciembre de 2013 generó una pérdida neta por $411 ($50.766 al 31 de diciembre de Emgesa S.A. E.S.P. 4.248 929 2012), conformada por un ingreso por $12.666 y un gasto por $13.077 (ingreso por $5.967 y gasto por $56.733 al 31 de diciembre de 2012) (Ver Notas 27 y 28). $ 5.564 $ 2.368
El siguiente es el efecto en resultados de las transacciones con Empresas relacionadas:
Ingresos: 15. CUENTAS POR PAGAR Emgesa S.A. E.S.P. $ 2.347 $ 2.344 Proveedores nacionales (1) $ 185.622 $ 173.453 Acreedores varios (2) 70.632 68.181 Codensa S.A. E.S.P. 1.845 1.579 Dividendos por pagar 305 277 Impuestos por pagar (Nota 21) 52.058 84.636 Anticipos sobre ventas de bienes y servicios 3.097 1.848 $ 4.192 $ 3.923 Depósitos recibidos de terceros (3) 12.442 30.045 Ingresos por dividendos: Compañías vinculadas (Nota 16) 5.564 2.368 Otras 3.093 - Codensa S.A. E.S.P. $ 264.951 $ 69.624 Emgesa S.A. E.S.P. 405.659 345.963 332.813 360.808 Promigas S.A. E.S.P. 62.296 30.323
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18. PASIVOS ESTIMADOS Y PROVISIONES $ 732.906 $ 445.910 Provisión para contingencias (1) $ 74.434 $ 61.498
Otras provisiones (2) 64.068 74.363
2013 Costos y gastos: Emgesa S.A. E.S.P. (1) $ 37.089 $ 31.455 138.502 135.861 Codensa S.A. E.S.P. (2) 14.918 15.388 Menos: 2013 2012 $ 52.007 $ 46.843 Pasivos estimados y provisiones a largo plazo (73.243) (85.333) (1) Corresponde principalmente a compras de energía en bloque realizadas por la EEC durante el periodo. $ 65.259 $ 50.528
Report Sustainability (2) En marzo de 2009 la EEC suscribió oferta mercantil con Codensa S.A. E.S.P. con duración de 4 años, cuyo objeto es ofrecer servicios de asistencia técnica en la gestión, explotación, operación y mantenimiento de los Contingencias - A continuación se describen los principales asuntos contingentes que la Empresa y sus Filiales se activos de la Empresa, cuyo pago incluye: i) los gastos reembolsables incurridos más un margen del 15%, encuentran atendiendo al 31 de diciembre de 2013 y 2012:
EEB este reembolso se realizará trimestralmente, ii) y una comisión de éxito equivalente al 7% del valor que se
incremente el EBITDA con respecto al EBITDA del año anterior. Acción de grupo – Por los supuestos perjuicios materiales y morales ocasionados por el daño ambiental producido Financial Statements en el embalse del Muña, en el año 2001 se interpusieron acciones de grupo y otras acciones jurídicas contra EEB, Compromisos: La empresa es garante de las obligaciones financieras suscritas por Emgesa y la CAR, durante las audiencias y consideraciones judiciales, se concluyó que la problemática se centraba principalmente en la contaminación de las aguas del rio Bogotá, por lo cual se aceptó que estos procesos Contugás en agosto de 2012 y los suscritos por Consorcio Transmantaro S.A. en el 2011 y fueron acumulados con otros de similar naturaleza. Actualmente, este proceso judicial se encuentra en trámite de 2009. segunda instancia ante el Consejo de Estado.
Operaciones con administradores: Durante los años terminados al 31 de diciembre de Con el propósito de atender este proceso, EEB, Emgesa y la Empresa de Acueducto y Alcantarillado de Bogotá 2013 y 2012 no hubo entre la empresa y los directores, miembros de Junta Directiva, ni (EAAB), convocaron en el año 2003, una mesa con reconocidos expertos internacionales en materia de saneamiento de activos hídricos, quienes recomendaron una metodología técnica para la recuperación ambiental y entre la empresa y personas jurídicas en las cuales los directores sean a su vez paisajística del embalse Muña. representantes legales o accionistas con una participación igual o superior al 10%, transacciones de las siguientes clases: De acuerdo con las conclusiones y recomendaciones señaladas por la mesa de expertos, EEB conjuntamente con Emgesa, presentaron ante el Tribunal Administrativo de Cundinamarca, un Pacto de Cumplimiento el cual fue aprobado, según consta en la sentencia de primera instancia. a) Préstamos sin intereses o contraprestación, ni servicios sin costo. La evolución técnica de las obras que conformaban el Pacto de Cumplimiento, indicaron la necesidad de realizar b) Préstamos que impliquen para el mutuario una obligación que no corresponda a la algunas modificaciones en el contenido del mismo, por lo tanto, se convocó nuevamente una Segunda Mesa de esencia o naturaleza del contrato de mutuo. Expertos en el año 2005, las modificaciones fueron debatidas, expuestas y aprobadas por el comité de verificación convocado por la señora Magistrada Ponente de primera instancia. c) Operaciones cuyas características difieran de las realizadas con terceros. En la actualidad se lleva a cabo un riguroso plan de mantenimiento tal y como lo ordenó la sentencia de primera instancia hasta que se pronuncie el Consejo de Estado. 17. RECAUDOS A FAVOR DE TERCEROS Por último, es preciso mencionar que este tipo de acciones judiciales dada su naturaleza son de difícil 2013 2012 cuantificación, lo que se pretende con ellas es la realización de actividades tendientes a mitigar la vulnerabilidad de un derecho colectivo y no un fin de carácter económico. De acuerdo al análisis de riesgo realizado por la Cuota de fomento (1) $ 1.512 $ 1.751 Empresa con el apoyo de sus asesores externos esta contingencia está clasificada como remota. Impuesto de transporte (2) 12.175 7.519 Encargo fiduciario- Gasoducto del Ariari 2.714 2.558 Otras contingencias – Al 31 de diciembre de 2013, el valor de las reclamaciones de la Empresa y sus Filiales por litigios administrativos, fiscales, civiles, laborales y arbitrales ascienden a $185.998 ($161.951 al 31 de diciembre Otros 758 1.258 de 2012). Con base en la evaluación de la probabilidad de éxito en la defensa de estos casos, ha provisionado $74.434 ($61.498 al 31 de diciembre de 2012) para cubrir las pérdidas probables por estas contingencias. $ 17.159 $ 13.086 La administración de la Empresa estima que el resultado de los pleitos correspondientes a la parte no (1) Cuota de fomento - Corresponde al 3% sobre el valor de la tarifa que TGI factura y recauda de los provisionada será favorable para los intereses de la Empresa y no causarán pasivos de importancia que deban ser remitentes del sistema nacional de transporte de gas por el gas efectivamente transportado de acuerdo a lo contabilizados o que, si resultaren, éstos no afectarán de manera significativa la posición financiera de la estipulado en la Ley 401 de 1997. Este fondo especial es transferido al Ministerio de Minas y Energía. Empresa.
(2) Impuesto de transporte - Por delegación del Ministerio de Minas y Energía, TGI trimestralmente factura a los remitentes el impuesto de transporte establecido en el Código de Petróleos (Decreto 1056 de 1953) y con base en resoluciones expedidas por el Ministerio, se efectúan los pagos a los municipios por donde pasan los gasoductos, con base en la cantidad de gas efectivamente transportado.
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equivalente a la inflación definida en 3% y el número de personas cobijadas en el cálculo actuarial para el 2013 y 2012 fueron 321. (1) Las provisiones para contingencias corresponden a: Fondo de pensiones EEB- En acta 1325 del 2 de noviembre de 2000, la Junta Directiva 2013 2013 2012 ordenó la segregación operativa del Fondo de Pensiones de la Empresa. En julio de 2002, la EEB suscribió un contrato con Fiducolombia y Consorcio Pensiones Energía (conformado Administrativas $ 14.138 $ 8.749 por Fiduciaria Previsora y Fiduciaria Bogotá) cuyo objeto es la constitución de un Civiles 21.364 11.832 patrimonio autónomo para administrar los recursos financieros destinados a respaldar las Laborales (a) 36.302 35.164 obligaciones pensionales y el pago de las mismas, así como la administración del personal Fiscales y otros 2.630 5.753 pensionado. Para tal efecto, Fiducolombia participa con la administración del 60% de los pensionados y el consorcio “Pensiones Energía”, con la administración del 40% restante. $ 74.434 $ 61.498 De acuerdo con los mencionados contratos, el patrimonio autónomo ascenderá al monto Report Sustainability del capital necesario para atender las obligaciones pensionales a cargo de la Empresa y a (a) Al 31 de diciembre de 2013 y 2012 corresponde principalmente a la provisión por contingencias favor del personal pensionado actual y futuro y debe corresponder al monto de las
EEB derivadas por la suspensión de los beneficios complementarios de energía y recreación a los obligaciones pensionales, en la proporción adjudicada a cada Fiduciaria. El patrimonio pensionados de la EEB por $31.797 ($32.744). autónomo tendrá ajustes o nuevos aportes en la medida en que se requiera. La vigencia Financial Statements del contrato es por un periodo de cinco (5) años, el cual fue renovado durante el 2012 bajo (2) Al 31 de diciembre de 2013 y 2012, corresponde principalmente a: las mismas condiciones.
Provisión compra de energía $ 5.255 $ 6.095 Provisión opción de compra BOMT 5.316 4.879 Al 31 de diciembre de 2013, el Fondo de Pensiones asciende a $173.283 ($193.855 al 31 Provisión para impuestos (a) 35.220 23.676 de diciembre de 2012), los cuales se encuentran reflejados dentro de los depósitos Provisión prestaciones sociales 3.686 2.200 Provisión cuotas partes pensionales (calculo actuarial) 4.455 24.451 entregados a largo plazo (Ver Nota 10). De acuerdo con los contratos suscritos con las Provisión pasivos estimados cierre y otros 10.136 13.062 Fiduciarias que manejan dichos patrimonios, la diferencia entre el valor del pasivo
$ 64.068 $ 74.363 pensional y el valor del patrimonio autónomo al 31 de diciembre, será reintegrado o trasladado entre la Empresa y las Fiduciarias, dependiendo de la naturaleza de las (a) Al 31 de diciembre de 2013 y 2012 corresponde a provisión de renta y CREE por $30.672 ($19.687) y diferencias, en abril y mayo de cada año, respectivamente. En mayo de 2013, la Empresa otras obligaciones fiscales por $4.548 ($3.989). entregó recursos del Patrimonio Autónomo Consorcio Pensiones Energía por $1.135 y al
Patrimonio Autónomo Fiducolombia por $1.571, con el fin de ajustar el saldo de tales patrimonios autónomos con el valor de las obligaciones pensionales del cálculo actuarial a 19. PENSIONES DE JUBILACIÓN Y BENEFICIOS COMPLEMENTARIOS diciembre de 2012. Cálculo actuarial pensiones de jubilación $ 291.730 $ 304.852 Menos – Porción corriente (31.091) (32.639) Beneficios médicos y otras prestaciones adicionales - En adición al pasivo por pensiones de jubilación, EEB y EEC registran el pasivo por beneficios médicos y otras Pensiones de jubilación a largo plazo $ 260.639 $ 272.213 prestaciones adicionales a que tienen derecho los pensionados, de acuerdo con cálculos actuariales preparados por un actuario independiente. Para EEC estos beneficios se El gasto registrado en el estado de resultados por concepto de pensiones de jubilación es: incluyeron a partir del 1 de enero de 2009. Los beneficios incluidos, se determinaron por medio de un cálculo actuarial, teniendo en cuenta los acuerdos laborales vigentes. Por lo tanto, se está provisionando el pasivo que, a valor presente, cubre la obligación estimada
por beneficios proyectados de los pensionados a la fecha de cierre del ejercicio. Pagos de pensiones (empleados jubilados) (Nota 25) $ 25.260 $ 25.575
Cálculo actuarial - El valor de la obligación por concepto de pensiones al 31 de diciembre 2013 2012 de 2013 se determina con base en un cálculo actuarial. Dicho cálculo fue elaborado por un actuario independiente. Beneficios complementarios a pensiones de jubilación $ 41.547 $ 35.519 Menos – Porción corriente (4.256) (4.256) • Para la EEB se tuvo en cuenta una tasa nominal anual del 2,99% y una tasa real del 4,8% y el número de personas cobijadas en el cálculo actuarial para el 2013 y 2012 Beneficios complementarios a pensiones de jubilación a largo fueron 1.753 y 1.874. plazo $ 37.291 $ 31.263
• Para la EEC se utilizó una tasa de descuento para cuantificar el pasivo laboral contingente y su costo fue de 7,25% anual, y la tasa de incremento a las pensiones es
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20. OTROS PASIVOS La provisión para impuestos sobre la renta y complementarios se descompone así:
Impuesto diferido (1) $ 198.542 $ 161.731 Impuesto corriente del año $ 71.371 $ 67.947 Ingresos recibidos por anticipado (2) 23.125 14.104 Impuesto CREE 25.408 -
2013 Efecto del impuesto sobre la renta diferido, neto 31.070 6.485 221.667 175.835 $ 127.849 $ 74.432
Menos – Porción corriente (9.464) (502) PATRIMONIO DE LOS ACCIONISTAS 22. $ 212.203 $ 175.333 Capital – El capital autorizado de la matriz es de 44.216.417.910 acciones de valor nominal de $53,60 cada una, de las cuales 9.181.177.017 acciones estaban suscritas y (1) Para EEB y TGI, el impuesto diferido pasivo asciende a $38.708 ($30. 872 al 31 de diciembre de 2012) y pagadas al 31 de diciembre de 2013 y 2012, distribuidas así: $159.067 ($127.541 al 31 de diciembre de 2012), respectivamente, el cual se genera por las diferencias Report Sustainability presentadas en el cálculo de la depreciación por la aplicación de la vida útil fiscal frente a la contable y la valoración de las coberturas, y por la diferencia en el plazo de amortización fiscal frente al contable de la Número de acciones % plusvalía derechos de negocio registrados en TGI, de igual forma la subsidiaria Calidda tiene registrado un
EEB impuesto diferido pasivo por $767 ($3.318 al 31 de diciembre de 2012) que corresponde principalmente a Bogotá Distrito Capital $ 7.003.161.430 76,277382 las diferencias de depreciación y amortización contable frente a la fiscal. Financial Statements Ecopetrol S.A. 631.098.000 6,873824 (2) Al 31 de diciembre de 2013 incluye principalmente ventas diferidas de Contugas por $8.645 y Calidda por Otros accionistas minoritarios 1.546.917.587 16,848794 $7.079 ($11.415 al 31 de diciembre de 2012), correspondientes a derechos de conexión cancelados por clientes los cuales aún no han sido conectados a la red, en el momento en que se efectúe la conexión se reconocerá el ingreso. Igualmente, al 31 de diciembre de 2013 y 2012 incluye el pago anticipado del $ 9.181.177.017 100,00 contrato de usufructo suscrito en el 2008 por la Empresa con Interconexión Eléctrica S.A (ISA S.A E.S.P.) durante veinte años, cuyo objeto es el aprovechamiento de la infraestructura de transmisión de EEB para la Prima en colocación de acciones – Generada principalmente por la emisión y instalación de redes de comunicaciones. colocación de acciones, realizada por la Empresa en el 2011. IMPUESTOS 21. Revalorización del patrimonio – La revalorización de patrimonio no puede distribuirse Impuesto sobre la renta – La Empresa está sujeta al impuesto de renta a una tarifa como utilidades pero puede capitalizarse. aplicable del 25% sobre la renta líquida. Reserva legal – De acuerdo con la ley colombiana, la empresa debe transferir como Impuesto sobre la renta para la equidad (CREE) - El artículo 20 de la Ley 1607 del mínimo el 10% de las utilidades del año a una reserva legal, hasta que ésta sea igual al 26 de diciembre de 2012 creo este impuesto a una tarifa del 8%. Para los años 2013, 2014 50% del capital suscrito. Esta reserva no está disponible para ser distribuida, pero puede y 2015 la tarifa es del 9% sobre la renta líquida. Para todos los efectos, la base gravable ser utilizada para absorber pérdidas. del CREE no podrá ser inferior al 3% del patrimonio líquido del contribuyente en el último día del año gravable inmediatamente anterior, de conformidad con lo previsto en los Reserva para rehabilitación, extensión y reposición de sistemas – Para efectos de artículos 189 y 193 del Estatuto Tributario. que las utilidades del ejercicio 1997 disfruten de la exención del impuesto sobre la renta del artículo 211 del Estatuto Tributario, éstas fueron apropiadas como reserva para la El detalle de la cuenta por pagar de impuestos, gravámenes y tasas es el siguiente (Ver rehabilitación, extensión y reposición de los sistemas para la prestación del servicio público Nota 15): domiciliario.
2013 2012 Reserva Decreto 2336 de 1995 – Dando cumplimiento al decreto 2336 de 1995, que
Impuesto al patrimonio (1) $ 37.602 $ 75.195 trata sobre realización de las utilidades generadas por la aplicación de métodos especiales Retenciones de impuestos 12.120 7.207 de valoración de inversiones. Impuesto sobre las ventas por pagar 1.226 1.482 Otros impuestos y contribuciones 1.110 752 Reserva ocasional Art. 130 de ET– Con el fin de dar cumplimiento al artículo 130 del $ 52.058 $ 84.636 Estatuto Tributario por exceso de la depreciación fiscal deducible del impuesto de renta.
(1) Las filiales del grupo domiciliadas en Colombia liquidaron el impuesto al patrimonio tomando como base el patrimonio líquido poseído al 1 de enero de 2011 a una tarifa del 4,8% más el 25% de la sobretasa. Las Otras reservas ocasionales –La Empresa no ha distribuido como utilidades a favor de los declaraciones se presentaron en mayo de 2011 y su pago se efectuará en ocho cuotas iguales en los meses de accionistas las utilidades obtenidas por la diferencia en cambio (neta), las cuales se mayo y septiembre durante los años 2011, 2012, 2013 y 2014. generan por movimientos contables y no han sido realizadas como ganancias efectivas. Para el año 2011, las empresas causaron y contabilizaron $150.389 del impuesto al patrimonio y su sobretasa con cargo a la cuenta cargos diferidos. Durante el 2013 se cancelaron las cuotas 5 y 6 por $37.597 ($37.597 al 31 de diciembre de 2012), amortizándolas con cargo al resultado del ejercicio, con lo cual el saldo de la cuenta por pagar al 31 de diciembre de 2013 es $37.602.
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23. COSTOS DE VENTAS 2013 2012
2013 2012 Comisiones, honorarios y servicios 114.209 93.123
2013 Instalaciones para terceros y otros generales 47.446 32.478 Transmisión de electricidad: Operación y mantenimiento 326.127 183.983 Servicios personales $ 7.653 $ 6.254 Amortizaciones 21.846 14.904 Generales 1.896 1.669
Depreciaciones 14.449 13.930 Subtotal distribución de gas natural 509.628 324.488 Amortizaciones 417 580
Arrendamientos 129 54 $ 1.044.008 $ 823.680 Honorarios, comisiones y servicios 3.281 2.918 Contribuciones 10.274 10.283 Report Sustainability 24. OTROS INGRESOS Operación y mantenimiento 6.340 6.720 Servicios públicos 28 25 Recuperaciones (1) $ 94.624 $ 56.369 EEB Seguros 1.755 2.011 Utilidad en venta de propiedades 2.692 2.149 Arrendamientos 4.674 4.793 Financial Statements Impuestos 1.162 978 Honorarios, servicios y venta materiales 6.747 2.304
Extraordinarios 9.229 7.557 Subtotal transmisión de electricidad 47.384 45.422
$ 117.966 $ 73.172 Distribución de electricidad: Servicios personales 13.429 12.401 Contratos, convenios y otros generales 35.662 33.163 Depreciaciones 8.139 6.677 (1) En 2013 y 2012, corresponden a: Amortizaciones 1.139 1.623 2013 2012 Arrendamientos 1.194 329
Honorarios, comisiones y servicios 2.721 2.901 Recuperación provisiones (a) $ 92.936 $ 42.017 Ajustes de ejercicios anteriores 540 - Operación y mantenimiento 20.520 16.138 Recuperaciones por siniestros e indemnizaciones - 9.558 Impuestos 3.455 3.413 Recuperaciones cuotas partes pensionales 1.013 2.152 Recuperaciones compartibilidad pensional - 2.580 Seguros 399 446 Otros 135 62 Compras de energía 93.881 89.115 $ 94.624 $ 56.369 Uso de líneas redes y ductos 34.949 35.043 (a) En 2013 y 2012 corresponde a recuperación de provisiones de inventarios, deudores, pensiones y Subtotal distribución de electricidad 215.488 201.249 contingencias por $90.763 ($35.345) y a recuperaciones de costos y gastos por $2.173 ($6.672). En cumplimiento de lo ordenado por la Superintendencia de Servicios Públicos Transporte de gas natural: Domiciliarios y por la Comisión de Regulación de Energía y Gas (CREG), en enero de 2008 Servicios personales 24.708 18.484 la Empresa implantó el sistema de costos basado en actividades que trata la Ley 142 de Gas combustible compresoras y otros generales 51.740 43.418 1994. Los criterios y factores de distribución fueron discutidos y aprobados en Comité de Honorarios, comisiones y servicios 1.726 1.027 Presidencia con base en un estudio preparado por la Vicepresidencia Financiera. Depreciaciones 90.660 84.627 Al 31 de diciembre de 2013 se presentan otros ingresos de la unidad de negocio de Amortizaciones 30.048 29.432 transmisión por $3.312 ($2.204 al 31 de diciembre de 2012) correspondientes Impuestos y contribuciones 1.307 1.165 principalmente a aprovechamientos, arrendamientos, honorarios, intereses, diferencia en Arrendamientos 11.870 9.554 cambio. Operación y mantenimiento 43.585 52.778 Seguros 15.864 12.036 25. GASTOS NO OPERACIONALES
Servicios personales $ 17.394 $ 15.022 Subtotal transporte de gas natural 271.508 252.521 Contribuciones imputadas 5.359 3.604 Contribuciones efectivas 4.462 4.413 Aportes sobre nómina 341 402 Distribución de gas natural: Pensiones de jubilación (Nota 19) 25.260 25.575 Cuotas partes pensionales 357 26.005
362 363
Estudios y proyectos - 3.241 26. PROVISION, AGOTAMIENTO, DEPRECIACIÓN Y AMORTIZACIÓN Comisiones, honorarios y servicios 18.492 10.345 Servicios públicos 268 313 Depreciaciones 938 $ 991 Publicidad y propaganda 2.893 3.793 Amortizaciones 20.744 16.009 Suscripciones y afiliaciones 299 256 Provisión para propiedades, planta y equipo 14.104 -
2013 Impuestos (1) 54.615 51.715 Provisión para deudores 1.321 1.741 Vigilancia y seguridad 1.483 960 Provisión de inventarios 208 - Comunicación y transporte 1.257 1.024 Provisión para protección de inversiones 3 18 Mantenimiento, materiales y suministros 4.387 2.133 Provisión para contingencias 2.281 3.080 Seguros 1.350 1.481 Otros gastos generales 2.088 4.673 $ 39.599 $ 21.839 (Menos) Gastos asignados al negocio de transmisión (22.819) (8.239)
$ 117.486 $ 146.716 27. INGRESOS FINANCIEROS
2013 2012 (1) En 2013 y 2012 incluye: Report Sustainability 2013 2012 Dividendos (Nota 9) $ 870.926 $ 524.542 Rendimiento patrimonio autónomo pensiones 4.087 18.190 Impuesto al patrimonio $ 37.597 $ 38.571 Utilidad valoración de inversiones 14.398 8.968 EEB Gravamen al movimiento financiero 672 1.613 Intereses y rendimientos 28.772 31.410
Impuesto de industria y comercio 10.917 7.338 Otros ingresos financieros 1.938 2.388 Financial Statements Impuesto predial 1.367 1.184 Utilidad en valoración de coberturas (Nota 14) 12.666 5.967 Impuesto a las ventas no descontable 2.836 2.663 Otros impuestos y contribuciones 1.226 346 $ 932.787 $ 591.465
$ 54.615 $ 51.715 28. GASTOS FINANCIEROS A continuación se relaciona el número de empleados activos de la Empresa y sus filiales a 31 de diciembre de 2013 y 2012: Intereses (1) $ 193.446 $ 194.674 Comisiones (2) 21.684 127.272
Operaciones de cobertura (Nota 14) 13.077 56.733 Empleados de dirección y confianza 199 124 Otros gastos financieros 3.044 2.362 Otros empleados 105 72 $ 231.251 $ 381.041 Total empleados EEB 304 196 (1) En 2013 y 2012 corresponde principalmente a los intereses causados por los créditos suscritos por la Empleados de dirección y confianza 102 88 Empresa, dentro del proceso de compra de los activos, derechos y contratos de Ecogás y créditos suscritos por las filiales del exterior para desarrollar proyectos de inversión. Otros empleados 250 243 (2) En 2013 corresponde principalmente a los gastos de emisión de la deuda senior y bonos efectuado por Calidda. En 2012 corresponde principalmente a los gastos por restructuración de la deuda externa e interna Total empleados TGI 352 331 de EEB y TGI por $123.693.
Empleados de dirección y confianza 44 18 29. CUENTAS DE ORDEN Otros empleados 163 65
Deudoras de control: Total empleados Contugás 207 83 Bienes entregados en garantía $ 211.722 $ 227.469
Fiscales 1.034.822 1.052.481 Empleados de dirección y confianza 15 44 Otras cuentas deudoras 8.668 8.668 Otros empleados 77 96
1.255.212 1.288.618 Total empleados Trecsa 92 140
Responsabilidades contingentes: Empleados de dirección y confianza 4 -
Otros empleados 3 - Bienes entregados en garantía (1) 88.383 81.241
Total empleados EEBIS 7 - 88.383 81.241
Total 962 750
364 365
2013 2012 30. REFORMA TRIBUTARIA
Litigios o demandas: Reforma tributaria - A continuación se resumen algunas modificaciones al régimen Civiles 41.761 36.818 tributario colombiano para los años 2013 y siguientes, introducidas por la Ley 1607 del 26 2013 Laborales 3.865 4.565 de diciembre de 2012: Administrativas 65.938 59.070 Impuesto sobre la renta y complementarios – Se modifica la tarifa sobre la renta 111.564 100.453 gravable de las personas jurídicas al 25% a partir del 1 de enero de 2013.
Contratos de servicios 343.498 145.862 Impuesto sobre la renta para la equidad CREE – Se crea a partir del 1 de enero de Órdenes de compra 2.509 2.944 2013 el impuesto sobre la renta para la equidad. Este impuesto se calcula con base a los Aportes de capital 32.610 32.610 ingresos brutos obtenidos menos los ingresos no constitutivos de renta, costos, Report Sustainability Capital revalorización de patrimonio 459.501 459.501 deducciones, rentas exentas y ganancias ocasionales; a una tarifa del 8%. Para los años Otras acreedoras 197.358 198.576 2013, 2014 y 2015 la tarifa aplicable será del 9%.
EEB
1.035.476 839.493 Dentro de la depuración de la base para la liquidación del impuesto CREE no se permite la Financial Statements compensación de la renta del periodo gravable, con pérdidas fiscales o excesos de renta $ 2.490.635 $ 2.309.805 presuntiva de periodos anteriores.
(1) Al 31 de diciembre de 2013 y 2012 corresponde al valor de la prenda sobre las acciones que tiene la Exoneración de aportes – Se exonera a las personas jurídicas declarantes del Impuesto Empresa en Red de Energía del Perú S.A. como garantía de obligaciones que tiene dicha Empresa con a la Renta y Complementarios del pago de aportes parafiscales a favor del Servicio entidades financieras. Nacional del Aprendizaje – SENA y de Instituto Colombiano de Bienestar Familiar – ICBF, correspondientes a los trabajadores que devenguen, individualmente considerados, hasta diez (10) salarios mínimos legales vigentes. Esta exoneración comienza a partir del momento en que se implemente el sistema de retenciones en la fuente para el recaudo del impuesto sobre la renta para la equidad CREE (y en todo caso antes del 1 de julio de 2013).
Normas contables – Se establece que únicamente para efectos tributarios las remisiones contenidas en las normas tributarias a las normas contables, continuarán vigentes durante los 4 años siguientes a la entrada en vigencia de las Normas Internacionales de Información Financiera. En consecuencia, durante el tiempo citado, las bases fiscales de las partidas que se incluyan en las declaraciones tributarias continuarán inalteradas. Así mismo, las exigencias de tratamientos contables para el reconocimiento de situaciones fiscales especiales perderán vigencia a partir de la fecha de aplicación del nuevo marco regulatorio contable.
366 367
2013
Empresa de Energía de Bogotá INFORME DEL REVISOR FISCAL
S.A. E.S.P. A los accionistas de Report Sustainability Estados Financieros por los años terminados EMPRESA DE ENERGÍA DE BOGOTÁ S.A. E.S.P.:
EEB el 31 de Diciembre de 2013 y 2012 e Informe
He auditado los balances generales de EMPRESA DE ENERGÍA DE BOGOTÁ S.A E.S.P. al 31 Financial Statements del Revisor Fiscal. de diciembre de 2013 y 2012, y los correspondientes estados de resultados, de cambios en el patrimonio, de cambios en la situación financiera y de flujos de efectivo por los años terminados en esas fechas, y el resumen de las principales políticas contables y otras notas explicativas.
La administración es responsable por la preparación y correcta presentación de estos estados financieros de acuerdo con los principios de contabilidad generalmente aceptados en Colombia. Esta responsabilidad incluye: diseñar, implementar y mantener un sistema de control interno adecuado para la preparación y presentación de los estados financieros, libres de errores significativos, bien sea por fraude o error; seleccionar y aplicar las políticas contables apropiadas; así como efectuar las estimaciones contables que resulten razonables en las circunstancias.
Mi responsabilidad es expresar una opinión sobre estos estados financieros con base en mis auditorías. Obtuve las informaciones necesarias para cumplir mis funciones y llevar a cabo mi trabajo de acuerdo con normas de auditoría generalmente aceptadas en Colombia. Tales normas requieren que planifique y efectúe la auditoría para obtener una seguridad razonable acerca de si los estados financieros están libres de errores significativos. Una auditoría de estados financieros incluye examinar, sobre una base selectiva, la evidencia que soporta las cifras y las revelaciones en los estados financieros. Los procedimientos de auditoría seleccionados dependen del juicio profesional del auditor, incluyendo su evaluación de los riesgos de errores significativos en los estados financieros. En la evaluación del riesgo, el auditor considera el control interno de la Empresa que es relevante para la preparación y presentación razonable de los estados financieros, con el fin de diseñar procedimientos de auditoría que sean apropiados en las circunstancias. Una auditoría también incluye, evaluar los principios de contabilidad utilizados y las estimaciones contables significativas hechas por la administración, así como evaluar la presentación general de los estados financieros. Considero que mis auditorías me proporcionan una base razonable para expresar mi opinión.
368 369 247 -
6.655 4.442 4.256 1.093
26.179 32.961 60.604 28.657 23.972 19.607 31.263 76.617 492.111
125.478 535.567 216.387 837.799 690.701 407.341
En mi opinión, los estados financieros antes mencionados, tomados de los libros de contabilidad, 1.256.783 1.657.590 1.783.068 1.718.207 4.306.279 8.994.660 1.682.009
10.777.728
presentan razonablemente, en todos los aspectos significativos, la situación financiera de 2012 EMPRESA DE ENERGÍA DE BOGOTÁ S.A. E.S.P. al 31 de diciembre de 2013 y 2012, los $ $ $ resultados de sus operaciones, los cambios en su patrimonio, los cambios en su situación 2013 145
- -
financiera y sus flujos de efectivo por los años terminados en esas fechas, de conformidad con
5.539 4.256 1.628 6.655
11.306 24.711 12.586 39.506 99.677 28.906 53.326 45.290
492.111 210.595 837.799 843.560 636.763 535.567
1.623.456 1.961.573 2.061.250 2.005.303 4.448.202 9.805.960 1.879.449 principios de contabilidad generalmente aceptados en Colombia, aplicados sobre bases uniformes. 11.867.210
2013
Además, basado en el alcance de mis auditorías, informo que la Empresa ha llevado su (Ver mi informe adjunto) Revisor Fiscal T.P. 126.127-T LINA PATRICIA PARDO CRUZ
$ $ $
contabilidad conforme a las normas legales y a la técnica contable; las operaciones registradas en Designado por Deloitte & Touche Ltda.
los libros de contabilidad y los actos de los administradores se ajustan a los estatutos y a las ______decisiones de la Asamblea de Accionistas y de la Junta Directiva; la correspondencia, los
Report Sustainability comprobantes de las cuentas y los libros de actas y de registro de acciones se llevan y se conservan debidamente; el informe de gestión de los administradores guarda la debida concordancia con los
EEB estados financieros básicos, y la Empresa no se encuentra en mora por concepto de aportes al
Sistema de Seguridad Social Integral. Así mismo, informo que la Empresa ha dado cumplimiento Financial Statements a las normas sobre prevención y control de lavado de activos según lo requerido por la normatividad expedida por la Superintendencia Financiera de Colombia. Mi evaluación del control interno, efectuada con el propósito de establecer el alcance de mis pruebas de auditoría, no puso de manifiesto que la Empresa no haya seguido medidas adecuadas de control interno y de conservación y custodia de sus bienes y de los de terceros que estén en su poder.
pasivo corriente Total plazo pasivo a largo Total pasivos Total patrimonio de los accionistas Total pasivos y patrimonio de los accionistas Total Obligaciones financieras (Nota 12) Operaciones de cobertura (Nota 13) Cuentas por pagar (Nota 14) Obligaciones laborales Pensiones de jubilación (Nota 18) Beneficios complementarios a pensiones de jubilación (Nota 18) Pasivos estimados y provisiones (Nota 16) Otros pasivos (Nota 17) Obligaciones financieras (Nota 12) Operaciones de cobertura (Nota 13) Cuentas por pagar (Nota 14) Beneficios complementarios a pensiones de jubilación (Nota 18) Pensiones de jubilación (Nota 18) Pasivos estimados y provisiones (Nota 16) Otros pasivos (Nota 17) Capital suscrito y pagado Prima en colocación de acciones Reservas Utilidad neta del ejercicio Superávit donado Superávit por valorizaciones Superávit método de participación Revalorización del patrimonio
ACCIONISTAS DE LOS PATRIMONIO Y PASIVOS CORRIENTE: PASIVO LARGO PLAZO: A PASIVOS (Nota 20) ACCIONISTAS: DE LOS PATRIMONIO DE ORDEN (Nota 28) CUENTAS Contador
LINA PATRICIA PARDO CRUZ - 3 Revisor Fiscal Tarjeta Profesional N° 53.918-T 563 - T.P. 126127 34.671 10.095
176.342 187.982 409.653 667.817 273.621 193.855 192.597
4.733.906 4.306.279 1.682.009 Designada por Deloitte & Touche Ltda. JULIO HERNANDO ALARCON VELASCO
______10.777.728
2012
$ $ $
491
9.014 44.718 610.130 321.302 234.605 276.858 724.763 309.976 173.283 160.800
27 de febrero de 2014. 5.163.198 4.448.202 1.879.449 11.867.210
2013 $ $ $ Representante legal SANDRA STELLA FONSECA ARENAS ______
- 2 - Total activo corriente Total activos Total Efectivo (Nota 5) Inversiones temporales (Nota 9) Deudores, neto (Nota 6) Inventarios, neto (Nota 7) Otros activos, neto (Nota 10) EMPRESA DE ENERGIA DE BOGOTA S.A. E.S.P. DE BOGOTA DE ENERGIA EMPRESA BALANCES GENERALES AL 31 DE DICIEMBRE DE 2013 Y 2012 Y 31 DE DICIEMBRE 2013 AL BALANCES GENERALES (En millones de pesos colombianos) ACTIVOS ACTIVO CORRIENTE: TEMPORALES (Nota 9) INVERSIONES LARGO PLAZO (Nota 6) A DEUDORES EQUIPO, neto (Nota 8) Y PROPIEDADES, PLANTA INVERSIONES PERMANENTES, neto (Nota 9) ADMINISTRACIÓN (Nota 10) RECURSOS ENTREGADOS EN ACTIVOS, neto (Nota 10) OTROS (Nota 11) VALORIZACIONES DE ORDEN (Nota 28) CUENTAS Las notas adjuntas son parte integral de los estados financieros. Los suscritos Representante Legal y Contador certificamos que hemos verificado previamente las afirmaciones contenidas en estos estados financieros los mismos han sido tomados fielmente de libros contabilidad la Empresa. 370 371 EMPRESA DE ENERGIA DE BOGOTA S.A. E.S.P. - - -
309.972 371.345 690.701 843.560 (403.605) (319.964)
ESTADOS DE FLUJOS DE EFECTIVO 8.313.951 8.994.660 9.805.960 POR LOS AÑOS TERMINADOS EL 31 DE DICIEMBRE DE 2013 Y 2012 Total patrimonio Total
$ $
(En millones de pesos colombianos). de los accionistas ------
535.567 535.567 535.567
2013 2012 LINA patrimonio 2013
$
$ Revalorización del FLUJOS DE EFECTIVO DE LAS ACTIVIDADES DE OPERACIÓN: ------
Utilidad neta del ejercicio $ 843.560 $ 690.701
25.144
382.197 407.341 229.422 Ajustes para conciliar el resultado con el efectivo neto provisto por las 636.763
actividades de operación: de participación
$ $
Depreciaciones y amortizaciones 23.500 23.898 Superávit método Diferencia en cambio 24.446 (19.544) (Ver mi informe adjunto) PATRICIA PARDO CRUZ ------
Valuación portafolio en patrimonios autónomos (4.087) (18.191) Revisor Fiscal T.P. 126.127-T
284.828 141.923 Designado por Deloitte & Touche Ltda
4.021.451 4.306.279 Recuperaciones y provisiones 5.473 (4.861) 4.448.202 Utilidad método de participación (129.892) (229.662) (Ver Nota 11) (Ver Superávit por valorizaciones
$ $
Utilidad en venta de activos fijos (1.925) (1.080) ______
Report Sustainability Pérdida en venta de activos fijos - 685 ------
6.655 6.655 Utilidad valoración operaciones de cobertura (12.665) (5.967) 6.655 Amortización impuesto al patrimonio 19.607 19.607
EEB Pensiones de jubilación y beneficios complementarios (23.299) (21.694)
$ $ Impuesto diferido, neto 7.494 2.171 Superávit donado Financial Statements - - - - - 752.212 436.063
214.545 105.419 403.605 (403.605) (319.964)
Cambios en activos y pasivos de operación, neto ejercicios anteriores
Deudores (34.540) 98.537 Resultados de
$ - $ -
Inventarios 873 1.163 Gastos pagados por anticipado 72 (1) - - - - Depósitos recibidos en administración 24.659 7.292 -
305.294 690.701 690.701 843.560 843.560 (305.294) (690.701)
Cuentas por pagar 10.849 (9.692) ejercicio Operaciones de cobertura 23.971 -
$ $ Aumento cuentas por pagar- Impuesto al patrimonio (19.607) (39.215) Resultado neto del Obligaciones laborales 14.779 761 ------
90.749
Pasivos estimados y provisiones (21.537) (6.780) 287.096 (105.419) Total Total
1.732.877 1.718.207 2.005.303 Otros pasivos 4.391 (43)
$ $
Fondos netos provistos por las actividades de operación 756.122 488.085 - - - - -
19.015 40.808
574.347 487.943 528.751 (105.419) FLUJOS DE EFECTIVO DE LAS ACTIVIDADES DE INVERSIÓN: Ocasionales
$ $ Aumento de activos fijos (62.273) (23.869) Aumento de inversiones permanentes (327.032) (168.068) - 5 Disminución de otros activos 4.423 19.297 ------
6.363 6.754
18.090 24.453 Aumento de inversiones temporales (139.888) (55.982) 31.207 Contador Art. 130
$ Fondos netos usados en las actividades de inversión (524.770) (228.622) $ Reserva ocasional Tarjeta Profesional N° 53.918-T Reservas
FLUJOS DE EFECTIVO DE LAS ACTIVIDADES DE FINANCIACIÓN: ------
JULIO HERNANDO ALARCON VELASCO
65.371 ______
682.249 747.620 Aumento (Disminución) de la deuda 182.300 (159.396) 239.534 987.154 Dividendos decretados (403.605) (319.964) sociedades Decreto 2336/95 de participación Reserva método $ $ Fondos netos usados en las actividades de financiación (221.305) (479.360) ------
125.696 125.696 125.696
CAMBIOS NETOS EN EL EFECTIVO 10.047 (219.897) Para sistemas extensión y reposición de rehabilitación, $ $ EFECTIVO AL INICIO DEL PERIODO 34.671 254.568 ------
EFECTIVO AL FINAL DEL PERIODO $ 44.718 $ 34.671 332.495 332.495 332.495
Legal $ $ Las notas adjuntas son parte integral de los estados financieros. ------
Los suscritos Representante Legal y Contador certificamos que hemos verificado previamente las afirmaciones contenidas en estos estados financieros y que los 837.799 837.799 837.799 Prima en mismos han sido preparados a partir de los libros de contabilidad de la Empresa. acciones colocación de $ $
------
492.111 492.111 492.111
______pagado SANDRA STELLA FONSECA ARENAS JULIO HERNANDO ALARCON VELASCO LINA PATRICIA PARDO CRUZ $ $ Representante Legal Contador Revisor Fiscal T.P. 126.127-T Capital suscrito y Tarjeta Profesional N° 53.918-T Designado por Deloitte & Touche Ltda (Ver mi informe adjunto) Representante Legal SANDRA STELLA FONSECA ARENAS ______
- 7 - Apropiaciones Liberación de reservas Actualización valorizaciones Dividendos decretados Utilidad neta del ejercicio Apropiaciones Actualización valorizaciones Dividendos decretados Utilidad neta del ejercicio EMPRESA DE ENERGIA DE BOGOTA S.A. E.S.P. DE BOGOTA DE ENERGIA EMPRESA 372 PATRIMONIO DE CAMBIOS EN EL ESTADOS 2012 Y 31 DE DICIEMBRE 2013 AÑOS TERMINADOS EL POR LOS (En millones de pesos colombianos). 31 DE DICIEMBRE 2011 AL SALDOS 31 DE DICIEMBRE 2012 AL SALDOS 31 DE DICIEMBRE 2013 AL SALDOS Las notas adjuntas son parte integral de los estados financieros. Los suscritos Representante Legal y Contador certificamos que hemos verificado previamente las afirmaciones contenidas en estos estados financieros los mismos han sido tomados fielmente de libros contabilidad la Empresa. 373 EMPRESA DE ENERGIA DE BOGOTA S.A. E.S.P. EMPRESA DE ENERGIA DE BOGOTA S.A. E.S.P.
ESTADOS DE RESULTADOS ESTADOS DE CAMBIOS EN LA SITUACION FINANCIERA POR LOS AÑOS TERMINADOS EL 31 DE DICIEMBRE DE 2013 Y 2012 POR LOS AÑOS TERMINADOS EL 31 DE DICIEMBRE DE 2013 Y 2012 (En millones de pesos colombianos, excepto el número de acciones y el resultado neto del ejercicio por acción). (En millones de pesos colombianos). 2013 2013 2012 2013 CAPITAL DE TRABAJO OBTENIDO DE: Utilidad neta del ejercicio $ 843.560 $ 690.701 INGRESOS OPERACIONALES (Nota 21) $ 102.361 Partidas que no requirieron capital de trabajo: Depreciaciones y amortizaciones 23.500 23.898 OTROS INGRESOS OPERACIONALES (Nota 21) 3.312 Diferencia en cambio 29.518 (25.238) Valuación portafolio en patrimonio autónomo (4.087) (18.191) Recuperaciones y provisiones 3.944 (6.437) COSTO DE VENTAS (Nota 22) (47.384) Utilidad método de participación (129.892) (229.662) Utilidad en venta de activos fijos (1.925) (1.080) Report Sustainability GASTOS DE ADMINISTRACIÓN ASIGNADOS (Nota 24) (23.734) Pérdida en venta de activos fijos - 685 Operaciones de cobertura - (5.967) Utilidad operacional negocio de transmisión 34.555 Pensiones de jubilación (23.299) (22.008) EEB Impuesto diferido 7.494 2.171 19.607 19.607
Amortización impuesto al patrimonio Financial Statements INGRESOS (GASTOS) NO OPERACIONALES Ingresos financieros (Nota 26) 881.635 Capital de trabajo obtenido de las operaciones 768.420 428.479 Diferencia en cambio (24.403) Otros ingresos (Nota 23) 57.431 Disminución cuentas por cobrar largo plazo 13.404 43.443 Gastos de administración (Nota 24) (98.696) Disminución depósitos entregados en administración 24.659 7.292 Provisión, agotamiento, depreciación y amortización (Nota 25) (26.550) Diminución de otros activos 4.423 - Gastos financieros (Nota 27) (90.529) Aumento de obligaciones financieras 254.290 - Pensiones de jubilación 15.150 - Otros gastos (2.333) Aumento de otros pasivos 4.493 -
696.555 Total capital de trabajo obtenido 1.084.839 479.214
UTILIDAD MÉTODO DE PARTICIPACIÓN (Nota 9) 124.724 CAPITAL DE TRABAJO UTILIZADO EN: Aumento de inversiones permanentes (50.174) (168.068) Aumento de inversiones temporales largo plazo (276.858) Utilidad antes de impuesto sobre la renta y CREE 855.834 Aumento de activos fijos (62.273) (23.869) Aumento en otros activos - (312) IMPUESTO SOBRE LA RENTA Y CREE, neto (Nota 19) (12.274) Impuesto al patrimonio (19.607) (19.607) Disminución de la deuda - (445) Dismincución de operaciones de cobertura (23.972) - UTILIDAD NETA DEL EJERCICIO $ 843.560 Disminución en pasivos estimados y provisiones (22.072) (4.832) Disminución en otros pasivos - (145) NÚMERO DE ACCIONES (Nota 20) $ 9.181.177.017 Dividendos decretados (403.605) (319.964)
Total capital de trabajo utilizado (858.561) (537.242) UTILIDAD NETA DEL EJERCICIO POR ACCIÓN $ 91,88
AUMENTO (DISMINUCIÓN) EN EL CAPITAL DE TRABAJO $ 226.278 $ (58.028)
Las notas adjuntas son parte integral de los estados financieros. CAMBIOS NETOS EN LOS COMPONENTES DEL CAPITAL DE TRABAJO: Efectivo $ 10.047 $ (219.897) Los suscritos Representante Legal y Contador certificamos que hemos verificado previamente las afirmaciones contenidas en estos estados financieros y que los Inversiones temporales 144.960 50.272 mismos han sido tomados fielmente de los libros de contabilidad de la Empresa. Deudores 46.623 (56.676) Inventarios (1.081) (1.158) Gastos pagados por anticipado (72) 1 Porción corriente de la deuda a largo plazo 48.018 158.951 Operaciones de cobertura (11.306) - Cuentas por pagar (10.849) 9.708 ______Obligaciones laborales (1.097) (761) SANDRA STELLA FONSECA ARENAS JULIO HERNANDO ALARCON VELASCO LINA PATRICIA PARDO CRUZ Pensiones de jubilación y beneficios complementarios 1.468 (314) Representante legal Contador Revisor Fiscal T.P. 126.127-T Pasivos estimados y provisiones (535) 1.948 Tarjeta Profesional N° 53.918-T Designado por Deloitte & Touche Ltda. Otros pasivos 102 (102) (Ver mi informe adjunto)
AUMENTO (DISMINUCIÓN) EN EL CAPITAL DE TRABAJO $ 226.278 $ (58.028)
Las notas adjuntas son parte integral de los estados financieros.
Los suscritos Representante Legal y Contador certificamos que hemos verificado previamente las afirmaciones contenidas en estos estados financieros y que los mismos han sido preparados a partir de los libros de contabilidad de la Empresa.
______SANDRA STELLA FONSECA ARENAS JULIO HERNANDO ALARCON VELASCO LINA PATRICIA PARDO CRUZ Representante Legal Contador Revisor Fiscal T.P. 126.127-T Tarjeta Profesional N° 53.918-T - 4 - Designado por Deloitte & Touche Ltda. (Ver mi informe adjunto)
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- 6 - EMPRESA DE ENERGÍA DE BOGOTÁ S.A. E.S.P. El 3 de noviembre de 2011 la Empresa realizó la colocación de los bonos en el mercado internacional por USD$610 millones a una tasa de 6,125% SVy un plazo de 10 años. NOTAS A LOS ESTADOS FINANCIEROS POR LOS AÑOS TERMINADOS EL 31 DE DICIEMBRE DE 2013 Y 2012 El 6 de diciembre de 2011 la Empresa a través de su filial EEB International Ltd. utilizó la (En millones de pesos colombianos, excepto cuando se indique lo contrario). 2013 opción de recompra de bonos por USD$610 millones, los cuales habían sido emitidos en octubre de 2007 con un plazo de 10 años y una tasa de interés de 8,75% SV. 1. ENTE ECONÓMICO Y OPERACIONES En noviembre 15 y 27 de 2013 la Empresa realizó la reapertura de la emisión de bonos por De conformidad con la Ley 142 de 1994 y el Acuerdo 1 de 1996 del Concejo Distrital, el 31 de USD$112 millones y USD$27 millones, a una tasa del 6,125% SV con el mismo vencimiento mayo de 1996 la Empresa de Energía de Bogotá S.A. E.S.P. se transformó de empresa de la emisión inicial. En estas reaperturas se presentaron primas por USD$1.960.000 y industrial y comercial del estado del orden distrital a una sociedad por acciones. La Empresa de USD$472.500, respectivamente. Posteriormene, el 2 de diciembre de 2013 se suscribió un
Report Sustainability Energía de Bogotá S.A. E.S.P. (en adelante “EEB” o la “Empresa”) transformada en empresa de Acuerdo de Participación entre Deutsche Bank AG (Prestamista) y la Empresa (Participante), servicios públicos bajo la Ley 142 de 1994 continuó dedicada a la generación, transmisión, en el cual se establece que el Prestamista y el Participante desean que , a la fecha del presente
EEB distribución y comercialización de energía. acuerdo, el Prestamista le venderá y transferirá al Participante una participación del 100% en la
participación del préstamo sin garantía otrogado a EEB Ingeniería y Servicios S.A. y Financial Statements Plan de reestructuración – El 24 de enero de 1997 la Asamblea General Extraordinaria de Transportadora de Energía de Centroamerica S.A. Accionistas de la Empresa aprobó el plan presentado por la Gerencia y la Junta Directiva para la reestructuración de la Empresa y la vinculación de inversionistas privados. El 23 de octubre 2. MARCO LEGAL Y REGULATORIO de 1997, dicho plan culminó con la segregación de los negocios a través de la creación de dos La Empresa se rige principalmente por la Ley 142 de 1994 ó Estatuto de Servicios Públicos, la compañías, EMGESA S.A. E.S.P. dedicada a la generación y CODENSA S.A. E.S.P. a Ley 143 de 1994, que estableció las disposiciones que norman las actividades relacionadas con distribución y comercialización de energía. Para la constitución de las nuevas compañías, EEB la generación, transmisión, distribución y comercialización de la energía eléctrica, sus estatutos aportó a cada una los activos y pasivos de generación y distribución y comercialización, y las demás disposiciones contenidas en el Código de Comercio. respectivamente, a cambio de una participación del 51,5% en el capital de dichas compañías. Las leyes 142 y 143 del 11 de julio de 1994 establecieron una nueva estructura de competencia, La Empresa tiene como objeto social principalmente la generación, transmisión, distribución y el régimen económico, tarifario y de subsidios para las ventas de electricidad y demás aspectos comercialización de energía incluido dentro de ella el gas y líquidos combustibles en todas sus de operación y regulación del sector. formas, igualmente, puede participar como socia o accionista en otras empresas de servicios públicos directamente o asociándose con otras personas. Actualmente, la Empresa desarrolla la Las tarifas aplicables al servicio de transmisión de energía son reguladas por la Comisión de actividad operativa relacionada con la transmisión de energía y cuenta con un portafolio de Regulación de Energía y Gas (CREG), que es un Organismo Técnico adscrito al Ministerio de inversiones en el sector energético. Minas y Energía. Emisión de Acciones - El 9 de agosto de 2011 la Asamblea General Extraordinaria de 3. PRINCIPALES POLÍTICAS Y PRÁCTICAS CONTABLES Accionistas No. 60, autorizó la emisión de acciones hasta por $1 billón de pesos, y ordenó a la administración adelantar los trámites de ley para realizar la emisión de las nuevas acciones. El Los estados financieros fueron preparados de acuerdo con principios de contabilidad 29 de septiembre de 2011 la Junta Directiva en su sesión No. 1481 aprobó el reglamento de generalmente aceptados en Colombia, los cuales están prescritos por disposiciones legales. Así emisión y colocación de acciones y el 6 de octubre de 2011 se publicó el aviso de oferta pública mismo, aplica el Sistema Unificado de Costos y Gastos por actividades expedido por la de emisión y colocación. El proceso de emisión de acciones finalizó el 2 de noviembre de 2011 Superintendencia de Servicios Públicos Domiciliarios y el Plan General de Contabilidad con la adjudicación de 594.020.517 acciones ordinarias por un monto total de colocación de Pública (PGCP), expedido por la Contaduría General de la Nación (CGN). Ciertos principios de $772.226 millones. El valor por acción fue de $1.300 con un valor nominal de $53,60 por cada contables aplicados por la Empresa que están de acuerdo con los principio de contabilidad una. generalmente aceptados en Colombia, podrían no estar de acuerdo con principios de contabilidad generalmente aceptados en otros países. Emisión de bonos – El 7 de octubre de 2011 en la Asamblea General Extraordinaria de Accionistas No. 061 se autorizó realizar la emisión de bonos bajo la regla 144A Regulación S, A continuación se describen las principales políticas contables adoptadas por la Empresa para la para ejercer el call del bono emitido por EEB International Ltd. en octubre de 2007, por un elaboración de sus estados financieros: monto de USD$610 millones sin incrementar el endeudamiento externo de la Empresa. a. Unidad monetaria – La unidad monetaria utilizada por la Empresa es el peso Colombiano.
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b. Período contable – La Empresa tiene definido por estatutos efectuar un corte de sus Las inversiones permanentes de renta variable en compañías sin control constituidas en el cuentas, preparar y difundir estados financieros de propósito general una vez al año, al 31 exterior y que no cotizan en bolsa se registran al costo y se actualizan por diferencia en de diciembre. cambio con cargo a resultados.
2013 Por decisión de la Asamblea General Ordinaria de Accionistas, en Acta No. 32 de agosto Inversiones permanentes en controladas – Las inversiones en compañías subordinadas, en 22 de 2002 y mediante Reforma Estatutaria debidamente autorizada y protocolizada, se las cuales la Empresa posee en forma directa el control, se contabilizan por el método de autorizó a la Junta Directiva para que previo estudio y análisis de los estados financieros y participación patrimonial, las variaciones patrimoniales originadas en resultados se de acuerdo con lo establecido en el Código del Comercio, pueda en cualquier momento registran como utilidad o pérdida en método de participación en el estado de resultados; las determinar los cortes de cuentas que estime necesarios, con el propósito de distribuir variaciones patrimoniales distintas de los resultados, aumentan o disminuyen la inversión, utilidades. con cargo al superávit método de participación. La diferencia en cambio generada en la actualización de las inversiones en controladas en Report Sustainability c. Materialidad - Los estados financieros y las notas incluyen los ajustes, reclasificaciones y revelaciones requeridas por las disposiciones legales. Con base en la información analizada el exterior se lleva a patrimonio como superávit por método de participación.
EEB durante el cierre de los estados financieros y hasta la fecha de elaboración de este informe, Los estados financieros adjuntos incluyen los activos, pasivos, patrimonio de los la administración de la Empresa no conoce de situaciones de excepción en cuantías Financial Statements superiores al 5% de la utilidad neta o de los activos netos que no hubieran sido objeto de accionistas y el resultado de las operaciones de la Empresa, pero no las operaciones registro o revelación en los estados financieros o en las notas sobre los mismos. consolidadas de EEB con sus filiales.
d. Conversión de moneda extranjera - Las operaciones en moneda extranjera se contabilizan a f. Provisión para deudores – Representa la cantidad estimada necesaria para suministrar una las tasas de cambio aplicables que estén vigentes en el momento de realizarse la protección adecuada contra pérdidas en créditos normales. transacción. Al cierre de cada ejercicio los saldos por cobrar o por pagar en moneda extranjera se actualizan a la tasa de cambio representativa de mercado certificada por la g. Inventarios – Se registran al costo promedio o a su valor neto de realización, el menor. Superintendencia Financiera de Colombia ($1.926,83 y $1.768,23 por USD$1 al 31 de h. Provisión de inventarios - La Empresa determina la provisión de inventarios de acuerdo diciembre de 2013 y 2012, respectivamente) y para la conversión de los saldos en Euros con el análisis de obsolescencia y deterioro de los mismos. ($2.655,36 y $2.331,59 por EUR$1 al 31 de diciembre de 2013 y 2012, respectivamente). La ganancia o pérdida en cambio, así determinada, es incluida en los resultados del i. Propiedades, planta y equipo – Se contabilizan al costo y se ajustaban por inflación hasta período, salvo la causada por deudas contraídas para la adquisición de activos, la cual es el 31 de diciembre de 2001. Se deprecian en línea recta de acuerdo con las siguientes tasas capitalizada hasta que los mismos estén en condiciones de enajenación y/o uso y la causada promedio de depreciación: por inversiones controladas en el exterior. Activo Tasa depreciación Vida útil e. Inversiones Edificaciones 2% 50 años Temporales – Son registradas al costo y los rendimientos financieros se causan con base en Plantas y ductos / subestaciones 4% a 10% 10 a 25 años la Tasa Interna de Retorno - TIR - resultante al momento de la compra de cada título valor. Redes, líneas y cables 2% a 4% 25 a 50 años Las inversiones que constituyen los patrimonios autónomos en Fideicomisos de Maquinaria y equipo 6,6% 15 años Administración de Pensiones son valuadas a precios de mercado determinados por las Equipo científico 10% 10 años fiduciarias y su efecto es reconocido en resultados. Muebles, enseres y equipo de oficina 10% 10 años Permanentes Equipo de comunicación 10% 10 años Equipo de computación 20% 5 años Inversiones permanentes en no controladas – Las inversiones permanentes de renta Equipo de transporte, tracción y elevación 20% 5 años variable de compañías donde no se tiene el control y que no cotizan en bolsas de valores, se Equipo de comedor, cocina y despensa 10% 10 años registran al costo. Si al cierre del ejercicio el valor intrínseco de las inversiones es superior o inferior a su valor en libros, se registra un cargo a la cuenta de valorizaciones en el activo j. Valorizaciones con una contrapartida al superávit por valorizaciones en el patrimonio, o una provisión con cargo al estado de resultados, respectivamente. De propiedades, planta y equipo – Corresponden a las diferencias existentes entre el valor de los avalúos técnicos y el valor en libros de las propiedades, planta y equipo.
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Estas valorizaciones se contabilizan en cuentas separadas dentro de los activos y como un n. Derivados financieros – La Empresa realiza operaciones con instrumentos financieros superávit por valorizaciones, el cual no es susceptible de distribución. El avalúo de las derivados, con el propósito de reducir su exposición a fluctuaciones en el tipo de cambio de propiedades, planta y equipo se realiza cada tres años. Si al cierre del ejercicio el valor de sus obligaciones en moneda extranjera. Estos contratos son ajustados mensualmente a su los avalúos es menor al valor en libros, una vez agotado el superávit por valorizaciones, los valor de mercado y el ajuste resultante es llevado a cuentas de resultados.
2013 defectos se reconocen mediante provisiones con cargo a los resultados del ejercicio. o. Leasing de infraestructura – Los contratos de arrendamiento financiero de bienes De inversiones permanentes – Para las inversiones en compañías controladas y no inmuebles iguales o superiores a 60 meses y para bienes muebles iguales o superiores a 36 controladas registradas en pesos colombianos o en moneda extranjera, cualquier exceso del meses de duración, son considerados como arrendamiento operativo. La Empresa registra valor de mercado o del valor intrínseco sobre el costo ajustado al cierre del ejercicio es como gasto la totalidad de los cánones de arrendamiento causado, sin que deba reconocer contabilizado como valorización, con crédito a la cuenta patrimonial de superávit por el activo con su correspondiente obligación, de conformidad con el numeral 1 Art. 127-1 valorizaciones. Si al cierre del ejercicio su valor de mercado o su valor intrínseco es menor del Estatuto Tributario.
Report Sustainability que el costo ajustado, una vez agotado el superávit por valorizaciones, los defectos se reconocen mediante provisiones con cargo a los resultados del ejercicio. p. Depósitos recibidos en administración – Se registran los recursos recibidos por parte de
EEB terceros con una destinación específica. Estos recursos son controlados en forma separada
k. Otros activos - y los rendimientos generados se registran como mayor valor de la obligación. Financial Statements
Gastos pagados por anticipado – Corresponde a primas de seguros que son amortizados en q. Depósitos entregados en administración – Las inversiones que constituyen los patrimonios línea recta de acuerdo con el plazo de los respectivos préstamos o la vigencia de las autónomos en fideicomisos de administración de pensiones son valuadas a precios de pólizas. mercado determinados por las fiduciarias y su efecto es reconocido en resultados.
Cargos Diferidos – Corresponde principalmente a los costos incurridos en la compra de r. Provisión para impuesto de renta y complementarios – La Empresa determina la provisión software y estudios y proyectos, los cuales se amortizan en línea recta por un período de para impuesto sobre la renta y complementarios con base en la utilidad gravable, estimada cinco y veinte años, respectivamente. a tasas especificadas en la ley de impuestos; y el impuesto sobre la renta para la equidad (CREE) con base en la utilidad gravable; además, registra como impuesto de renta diferido Intangibles – Se registra principalmente el crédito mercantil adquirido correspondiente a la el efecto de las diferencias temporales entre libros e impuestos en el tratamiento de ciertas diferencia entre el costo de adquisición de las inversiones en acciones de capital y el valor partidas, siempre que exista una expectativa razonable que tales diferencias se revertirán. intrínseco de las acciones adquiridas. El crédito mercantil es amortizado en un periodo de veinte años por el método de línea recta. s. Impuesto al patrimonio y su sobretasa – De acuerdo con lo establecido por la Ley que regula los principios de contabilidad generalmente aceptados en Colombia y las l. Obligaciones laborales – Las obligaciones laborales se ajustan al fin de cada ejercicio con alternativas de registro contable allí establecidas, la Empresa optó por causar la totalidad base en las disposiciones legales y los convenios laborales vigentes. del impuesto al patrimonio y su sobretasa, con cargo a un activo diferido, el cual se amortiza contra resultados anualmente durante cuatro años por el valor de las cuotas Los ajustes periódicos del pasivo por pensiones de jubilación directamente a cargo de la exigibles en el respectivo período. Empresa, se hacen con base en estudios actuariales ceñidos a las normas legales. Los incrementos en la obligación actuarial son cargados directamente a resultados. t. Reconocimiento de ingresos, costos y gastos – Los ingresos por ventas se reconocen en el período cuando se prestan los servicios. Los costos y gastos se registran con base en su Para los empleados cubiertos con el nuevo régimen de seguridad social (Ley 100 de 1993), causación. la Empresa cubre su obligación de pensiones a través del pago de aportes a Colpensiones, y/o a los Fondos Privados de Pensiones en los términos y con las condiciones contempladas u. Uso de estimaciones - Las políticas contables que sigue la Empresa están de acuerdo con en dicha ley. principios de contabilidad generalmente aceptados, lo que requiere que la Administración efectúe ciertas estimaciones y utilice ciertos supuestos para determinar la valuación de m. Beneficios complementarios – La Empresa registra el pasivo y sus actualizaciones por algunas de las partidas individuales de los estados financieros y para efectuar las beneficios complementarios a pensiones de jubilación, tales como servicio médico y revelaciones que se requiere en los mismos. Aun cuando pueden llegar a diferir de su educación, de acuerdo con cálculos actuariales preparados por un actuario independiente. efecto final, la administración considera que las estimaciones y supuestos utilizados fueron Por lo tanto, se está aprovisionando el pasivo que, a valor presente, cubre la obligación los adecuados en las circunstancias. estimada por éstos beneficios proyectados a la fecha de cierre del ejercicio con cargo a resultados.
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2013 2012 v. Utilidad neta por acción – Se determina tomando como base la utilidad neta del ejercicio Dólares Millones de pesos Dólares Millones de pesos dividido entre el número de acciones suscritas y pagadas en circulación. Total pasivos US$ 848,384,447 $ 1.634.693 US$ 715,372,308 $ 1.264.942 w. Estado de flujos de efectivo – Los estados de flujos de efectivo se han preparado de acuerdo 2013 al método indirecto. El efectivo y equivalentes está conformado por los saldos en caja y Posición neta activa US$ 220,331,713 $ 424.541 US$ 382,685,832 $ 676.676 bancos. Euros Millones de pesos Euros Millones de pesos x. Cuentas de orden – Se registran bajo cuentas de orden principalmente los derechos y Activos: responsabilidades contingentes y las cuentas de orden fiscales para registrar los Inversiones temporales EUR$ 955,000 $ 2.536 EUR$ 1,029,839 $ 2.401
movimientos fiscales de los activos. Total activos EUR$ 955,000 $ 2.536 EUR$ 1,029,839 $ 2.401
Report Sustainability Convergencia a normas internacionales de información financiera - De conformidad con lo Pasivos: previsto en la Ley 1314 de 2009 y el decreto reglamentario 2784 de diciembre de 2012, la Obligaciones financieras EUR$ - $ - EUR$ 299,935 $ 699
EEB Empresa está obligada a iniciar el proceso de convergencia de los principios de contabilidad
generalmente aceptados en Colombia a las normas internacionales de información financiera Total pasivos EUR$ - $ - EUR$ 299,935 $ 699 Financial Statements (NIIF o IFRS por sus siglas en inglés). Para este propósito, el Consejo Técnico de la Contaduría Pública emitió el Direccionamiento Estratégico clasificando las compañías en tres Posición neta EUR$ 955,000 $ 2.536 EUR$ 729,904 $ 1.702
grupos. 5. EFECTIVO Dado que la Empresa pertenece al Grupo 1 el período obligatorio de transición comienza el 1 de enero de 2014 y la emisión de los primeros estados financieros comparativos bajo NIIF será 2013 2012 al 31 de diciembre de 2015. Caja $ 15 $ 21 Derivado del decreto 2784 del 28 de diciembre de 2012, la Superintendencia Financiera de Bancos (1) 44.703 34.650 Colombia mediante circular No. 10 de 2013, la Empresa presento el plan de implementación a NIIF en febrero de 2013. $ 44.718 $ 34.671
Durante el año 2013 la Empresa realizó las actividades de preparación y adecuación de los (1) Al 31 de diciembre de 2013 y 2012 el saldo en bancos corresponde a depósitos en cuentas bancarias, las recursos técnicos y humanos para adelantar el proceso de convergencia a Normas cuales han tenido un rendimiento promedio de 3,47% y 5,86% E.A., respectivamente. No existen Internacionales de Información Financiera de acuerdo con las exigencias legales. restricciones sobre los saldos del efectivo al 31 de diciembre de 2013 y 2012.
4. SALDOS EN MONEDA EXTRANJERA 6. DEUDORES, NETO Prestación de servicios $ 10.789 $ 10.525 La Empresa presenta al 31 de diciembre de 2013 y 2012 los siguientes activos y pasivos en Cuentas por cobrar a vinculados (Ver Nota 15) 896.679 809.921 moneda extranjera, los cuales son registrados por su equivalente en pesos a esa fecha: Avances y anticipos entregados 29.176 10.373
2013 2012 Anticipo de impuestos y contribuciones 9.027 11.157 Dólares Millones de pesos Dólares Millones de pesos Depósitos entregados (1) 3.500 4.337 Activos: Otros deudores (2) 45.079 43.549 Inversiones temporales US$ 209,461,128 $ 403.596 US$ 16,988,228 $ 30.039 Deudas de difícil cobro 760 760 Cuentas por cobrar CP 8,548,343 16.471 2,924,763 5.172 Inversiones permanentes 480,706,689 926.240 708,145,149 1.252.162 Subtotal 995.010 890.622 Cuentas por cobrar LP 370,000,000 712.927 370,000,000 654.245
Total activos US$ 1,068,716,160 $ 2.059.234 US$ 1,098,058,140 $ 1.941.618 Menos – Provisión para deudas de dudoso recaudo (35.642) (34.823)
Pasivos: 959.368 855.799 Obligaciones financieras US$ 848,384,447 $ 1.634.693 US$ 715,372,308 $ 1.264.942
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2013 2012 8. PROPIEDADES, PLANTA Y EQUIPO, NETO Menos – Cuentas por cobrar y depósitos a largo Al 31 de diciembre de 2013, los siguientes son los valores de propiedades, planta y equipo: plazo (724.763) (667.817) Costo Depreciación 2013 $ 234.605 $ 187.982 Histórico acumulada Neto No depreciables: (1) Al 31 de diciembre de 2013 y 2012 el saldo de depósitos entregados corresponde a: Terrenos $ 4.892 $ - $ 4.892 Construcciones en curso (1) 72.559 - 72.559 Depósitos judiciales $ 846 $ 2.171 Patrimonio Autónomo Muña 863 267 Subtotal no depreciables 77.451 - 77.451 Otros 1.791 1.899 Depreciables: Report Sustainability $ 3.500 $ 4.337 Edificaciones 26.253 (12.132) 14.121 Plantas y ductos / subestaciones 139.915 (76.463) 63.452
EEB (2) Al 31 de diciembre de 2013 y 2012 el saldo de otros deudores corresponde a: Redes, líneas y cables 295.962 (108.134) 187.828
Maquinaria y equipo 4.315 (1.594) 2.721 Financial Statements Dividendos por cobrar $ - $ 51 Muebles, enseres y equipos de oficina 1.625 (1.165) 460 Cuotas partes pensionales 19.785 18.110 Equipo de computación y comunicación 10.662 (6.600) 4.062 Compartibilidad pensional 15.402 15.344 Equipo de transporte, tracción y elevación 958 (741) 217 Préstamos a empleados y pensionados 7.576 8.475 Equipo de comedor, cocina y despensa 84 (60) 24 Otros deudores 2.316 1.569 Subtotal depreciables 479.774 (206.889) 272.885 $ 45.079 $ 43.549 El detalle de la provisión de cartera es el siguiente: Provisión para la protección de propiedades, planta y equipo (40.360) - (40.360) Saldo inicial $ 34.823 $ 34.012 Recuperación, provisión otros deudores (502) (770) $ 516.865 $ (206.889) $ 309.976 Recuperaciones provisión STN (Sistema de
transmisión nacional) - (159) Al 31 de diciembre de 2012, los siguientes son los valores de propiedades, planta y equipo: Provisiones 1.321 1.740 Costo Depreciación Saldo final $ 35.642 $ 34.823 Histórico acumulada Neto
7. INVENTARIOS, NETO No depreciables: Terrenos $ 3.516 $ - $ 3.516 Almacenes $ 9.694 $ 10.651 Construcciones en curso (1) 16.585 - 16.585 Inventario en poder de terceros 190 106 Menos – Provisión para inventarios (870) (662) Subtotal no depreciables 20.101 - 20.101
$ 9.014 $ 10.095 Depreciables: Edificaciones 25.967 (11.621) 14.346 Plantas y ductos / subestaciones 136.925 (71.133) 65.792 El movimiento de la provisión de inventarios es el siguiente: Redes, líneas y cables 295.962 (99.730) 196.232 Maquinaria y equipo 4.022 (1.332) 2.690 Saldo inicial $ 662 $ 668 Muebles, enseres y equipos de oficina 1.617 (1.094) 523 Ajuste con cargo a resultados 208 (6) Equipo de computación y comunicación 7.865 (5.961) 1.904 Equipo de transporte, tracción y elevación 743 (727) 16 Saldo final $ 870 $ 662 Equipo de comedor, cocina y despensa 70 (59) 11
Subtotal depreciables 473.171 (191.657) 281.514
- 16 - - 17 -
384 385
Costo Depreciación 2013 2012 Histórico acumulada Neto Menos - Bonos y títulos largo plazo 276.858 - Provisión para la protección de propiedad, planta y equipo (27.994) - (27.994) 2013 321.302 176.342 Inversiones permanentes: $ 465.278 $ (191.657) $ 273.621 En compañías controladas (2) 3.561.135 3.151.647
(1) Al 31 de diciembre de 2013 y 2012 corresponden a: 2013 2012 En compañías no controladas (2) 1.604.844 1.585.068
Inversiones estabilización torres de transmisión de energía $ 2.146 $ 891 Menos – Provisión (2) (2.781) (2.809) Subestaciones 2.830 1.668 Report Sustainability Centro de control 1.715 4.621 Subtotal inversiones en Compañías no controladas 1.602.063 1.582.259 Construcción bodegas 2.293 623 EEB Proyectos Unidad de Planeación Energético Minera (1) 62.098 8.782 Subtotal inversiones permanentes 5.163.198 4.733.906 Otros 1.477 - Financial Statements
$ 72.559 $ 16.585 $ 5.761.358 $ 4.910.248
(1) Corresponde al avance en la ejecución de construcciones asociadas a los proyectos UPME (Unidad de Las inversiones en Bonos y Títulos que posee la Empresa son en moneda nacional y extranjera planeación minero energetica) correspondientes a la ampliación del sistema de transmisión nacional: y se han adquirido principalmente en entidades del sector privado como Codensa S.A. E.S.P., Chivor, Armenia, Alférez y Tesalia. Que fueron adjudicados a la Empresa. Adicionalmente el 22 de Emgesa S.A. E.S.P., Deutsche Bank London y del sector público como el Banco de la Enero de 2014, la Empresa resultó adjudicataria de la convocatoria UPME 05 de 2012 Segunda línea de República y el Distrito Capital. transmisión Bolívar – Cartagena 220 KV.
Para efectos fiscales la Empresa está depreciando sus activos con tasas diferenciales de (1) A continuación se presenta el detalle de los certificados de depósito a término mantenidos por la Empresa al 31 de diciembre de 2013: depreciación. De acuerdo con lo anterior, la Empresa al 31 de diciembre de 2013 y 2012 Tasa Valor registró un impuesto diferido pasivo por $32.432 y $28.903, respectivamente (Ver Nota 17). Fecha de Fecha de facial nominal Valor en libros Inversión Entidad emisión vencimiento % 2013 Las propiedades, planta y equipo enunciadas anteriormente, son de plena propiedad de la Empresa y no presentan condicional alguno ni garantizan obligaciones con terceros, salvo lo CDT Banco Colpatria 28/11/2013 21/04/2014 4,11 $ 25.000 $ 25.092 indicado en los covenants de la emisión de bonos (Ver Nota 12). CDT Banco Pichincha 26/11/2013 20/05/2014 5,33 3.157 3.173 CDT Banco de Bogotá 14/01/2013 14/01/2014 5,35 1.166 1.225 El avalúo técnico de las Propiedades, Planta y Equipo fue elaborado al 31 de diciembre de 2013 CDT Citibank 09/05/2013 09/05/2014 3,80 1.166 1.194 por CONSULTORES UNIDOS S.A., bajo la metodología de costos de reposición y/o valores CDT Banco Sudameris 28/11/2013 21/04/2014 4,21 30.000 30.113 de mercado, neto de depreciación; producto de este avalúo se registró un incremento en la CDT Helm Bank S.A. 28/11/2013 21/04/2014 4,35 19.399 19.476 valorización por $66.039 y un incremento en la provisión por desvalorización de activos fijos CDT AV Villas 28/11/2013 21/04/2014 4,16 29.664 29.776 por $14.104 (Ver Nota 25). 110.049 9. INVERSIONES, NETO Time Deposit Banco de Bogotá NY 25/11/2013 21/01/2014 0,60 6.295 6.292 Inversiones temporales: Time Deposit Banco de Bogotá NY 17/12/2013 14/01/2014 0,30 46.439 46.249 Certificados de depósito a término (1) $ 207.815 $ 105.195 Time Deposit Banco de Bogotá NY 26/12/2013 07/01/2014 0,10 8.989 9.008 Bonos y títulos 315.391 35.882 Time Deposit Davivienda Miami 25/11/2013 8/05/2014 1,20 20.548 20.548 Bonos vinculados (Ver Nota 15) 14.834 14.819 Time Deposit Davivienda Miami 25/11/2013 29/05/2014 1,30 15.667 15.669 Otras inversiones renta fija - 467 Derechos fiduciarios 60.120 19.979 97.766
598.160 176.342 $ 207.815
- 18 - - 19 -
386 387
A continuación se presenta el detalle de los certificados de depósito a término mantenidos por la Empresa al 31 de diciembre de 2012: 2 (80)
Fecha de Fecha de Tasa Valor Valor en 1.210 1.256
96.863
156.535 301.906 346.466 588.755
Inversión Entidad emisión vencimiento facial % nominal libros 2012 libros 2013
2.068.222 3.561.135 Valor neto en Valor $ $
CDT Banco Colpatria 25/07/2012 25/04/2013 6,55 $ 33.241 $ 34.179 6 0 0 0
- CDT Banco Pichincha 15/08/2012 15/05/2013 6,40 1.863 1.907 ------
3.000 2.127 CDT Banco Pichincha 5/12/2012 5/06/2013 6,11 3.013 71.344 50.870 34.366 189.241 566.788 958.362 403.179 276.878 141.755 CDT Banco de Bogotá 25/10/2012 23/04/2013 5,13 430 434 Nota 11) Provision 4.130.764 1.435.848
CDT Banco Sudameris 24/10/2012 24/04/2013 6,06 33.255 33.627 $ $ $ $
$
$ Valorización (Ver (Ver Valorización CDT Helm Bank S.A. 18/10/2012 3/05/2013 6,11 10.000 10.123 7 Report Sustainability (79) CDT Helm Bank S.A. 15/11/2012 27/02/2013 5,88 5.526 5.566 994 599 123 794 (571)
- - -
8.812 4.077
34.611 17.565 50.420 77.048 86.762 47.640 21.462
(11.662) 10.000 (29.264) 254.002 184.930 153.494
CDT Helm Bank S.A. 15/11/2012 5/03/2013 5,88 10.075 88.509
libros 736.514 124.724
EEB 5.450
CDT Helm Bank S.A. 18/10/2012 18/04/2013 6,01 5.516 Año 2013
método de 1.602.063 participación Valor neto en Valor $ $ $ $ $ $ $ $
Financial Statements
Utilidad (pérdida) 104.440 2
(1) (3) (20) 262
(219) ------
1.781
(2.539) 126.127 147.723 313.568 328.901 538.335
(2.781)
774 1.979.713
Time Deposit Banco de Bogotá NY 5/12/2012 1/02/2013 0,50 755 Costo Provisión
3.436.411 $ $ $
$ 105.195
20 10 599
- 68,05% 75,00% 51,00% 95,29% 99,50% 2.662 1.013 4.077
100,00% 100,00% 100,00% 100,00% 100,00% 34.611 77.048 86.762 47.640 21.462
254.002 184.930 153.494
Costo
736.514
accionario Porcentaje 1.604.844
$ $ $
0,11% (79) 0,04% 2,52% 1,67% 0,04% 0,70% 0,07% 0,00%
- (571) (994) 14,07% 15,15% 24,99% 37,44% 36,36% 40,00% 40,00% 16,23%
17.278 17.565 50.420
(39.019) (12.239)
137.662 Año 2013 accionario Porcentaje
del ejercicio)
Utilidad (pérdida -21-
xxxxxxxxxxxxxxx
______espacio en blanco______Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Ordinarias Preferenciales Preferenciales
de acciones Tipo de acciones Tipo 1 10 223 1.990 1.000 1.500
78.078 31.026 120.000 9.229.121 8.772.703 13.599.912 14.371.008 55.758.250 20.952.601 48.025.920 20.010.799 28.864.000 68.716.000 18.448.050 18.781.876 161.811.391 106.529.903 202.987.824 232.285.704 acciones acciones 108.502.500.000 Número de Número de
Actividad Actividad
Vehiculo de inversión Vehiculo Transporte de gas Transporte de inversión Vehiculo Distribución de gas Distribución de energía de energía Transporte de inversión Vehiculo Ingeniería de inversión Vehiculo de inversión Vehiculo Generación de energía Generación de energía Distribución de energía Distribución de energía de energía Transporte de energía Transporte Distribución de gas Generación de energía de energía Transporte Distribución de energía Generación de energía Distribución de energía Servicios financieros Generación de energía Servicio de acueducto Alimentos
- 20 - Empresa Empresa (9) 388 (2) Inversiones permanentes a 31 de diciembre 2013 En compañías controladas: (1) TGI S.A. E.S.P. EEB International Ltd. (2) Contugas S.A.C. (3) (4) S.A. E.S.P. DECSA S.A. (5) TRECSA EEB Perú Holdings Ltd. (7) (8) EEB Ingeniería y Servicios S.A EEB Ingeniería y Servicios Perú SAC (10) RE LTD. EEB Energy EEB GAS S.A.S. (11) En compañías no controladas: (6) Emgesa S.A. E.S.P. (6) Emgesa S.A. E.S.P. (6) Codensa S.A. E.S.P. (6) Codensa S.A. E.S.P. S.A. Consorcio Transmantaro del Perú S.A. Red de Energía Gas Natural S.A. E.S.P. Isagén S.A. E.S.P. Interconexión Eléctrica S.A. E.S.P. Electrificadora del Meta S.A. E.S.P. S.A. E.S.P. Gestión Energética Electrificadora del Caribe S.A. E.S.P. Banco Popular Hidrosogamoso S.A. E.S.P. Aguas de Bogotá S.A. E.S.P. Grupo Nutresa 389 Financial Statements 391
007 ario y ario manteniendo así así manteniendo
% manteniendo % manteniendo millones Como).
5 e un inversionista un inversionista e 0
,
% 6,90
6 . l l 98% to de Bogotá con fecha mayo fecha con Bogotá de to 97, pasó a pasó seis gasoductos con sus sus con gasoductos seis
l , corresponde a la capitalización capitalización corresponde a la , ansfer / Construcción, operación, operación, Construcción, / ansfer
TGI 68 pasó al
Tr n permitió vincular al Citi Venture
91% a al 2011 al
97,
l regir las partes interesadas. partes las regir
el año 2012 año el ipación de EEB de TGI en ipación
- 23
- El 31 de mayo de 2010 se protocolizó la toma de control por parte parte por control toma de la protocolizó mayo 31 de 2010 se El de
eración y explotación comercial de los sistemas de transporte de gas de transporte sistemas de los comercial y explotación eración –
. onaria de EEB de TGI de en onaria pasó
fue constituida mediante la escritura pública No. 67 del 16 de febrero de 2 de febrero 16 de 67 del No. pública escritura la mediante constituida fue El objeto social de TGI consiste en la planeación, organización, construcción, construcción, organización, de TGI planeación, en la social consiste objeto El TGI culminó el proceso de evaluación para la incorporación d incorporación la para evaluación de proceso el TGI culminó – protocolizó el cierre financiero del proceso de Enajenación de los Activos, Activos, los de Enajenación de proceso del financiero cierre el protocolizó
en TGI. y TGI S.A. E.S.P
El proceso convocó cerca de 90 inversionistas del sector energético de Estados Unidos, energético sector del procesoEl convocó de 90 cerca inversionistas ón de acciones por un valor de $426.433 millones. millones. $426.433 de un valor por acciones ón de Empresa TGI como parte del proceso de enajenación y (b) tres gasoductos sobre los cuales la TGI la cuales gasoductos sobre los como tres proceso yde (b) enajenación del parte La
– la participación acci participación la 401.730. 401.730.
, Credit Suisse fue la Banca de Inversión que asesoró a TGI en la selección y vinculación del nuevo Banca del la fue Suisse que de Inversión asesoró a TGI yCredit vinculación selección en la y administrativo. accionario ntrol TCG S.A. E.S.P. de la Notaría Once Notaría de la Cámara de Bucaramanga en la de Comercio inscrita de Bucaramanga 19 de de el febrero TGI S.A. E.S.P. indefinida. vigencia 2007 con op mantenimiento, ampliación, expansión, de propiedad de gasoductos los de capacidad la comercialmente explotar También puede propios. natural disponibilidad. de tarifa una pague cuales los por terceros se 2007, marzo de de 2 El USD$1,460 (aproximadamente pesos de billones $3,25 por Ecogás de y Contratos Derechos (a) incluyeron: que gasoductos de red una TGI adquirió proceso este de parte y mantenimiento operación de contratos los de TGI de través o a directa operación para ramales respectivos con originalmente celebrados fueron cuales los independientes contratistas con suscritos tenía Ecogás que Ecogás y a cedidos mantenimiento el y realizar operarlos encargan se de quienes construirlos, depropiedad es terceros, and Maintain BOMT Operate, modalidad la bajo (Build, correspondiente transferencia). y mantenimiento Fusión de TGI, quien según escritura pública No.1677 de la notaría once (11) del circui del (11) once notaría la No.1677 de pública escritura según quien TGI, de pasivos, activos, los asumió Bucaramanga, de comercio de cámara la en inscrita 2010 debidamente 31 de TCG. de y gastos costos ingresos, patrimonio, fusión Con la de capital. accion control el EEB que mantuviera indispensable como requisito eció establ selección esta accionista, administrativo de TGI. Canadá,proceso Europa de del selección Medio; y resultado Oriente el una a equivalente TGI a $726.284 con capitalizar para (CVCI) como accionista nuevo International Capital de colocación en prima una incluyó capitalización Esta 31,92%. de aproximada accionaria participación por $ acciones partic la inversionista nuevo del incorporación Con la Proceso de capitalización América Latino Energía en nombre Inversiones a de acciones 36.355.426 emitieron 2011 se marzo de 2 de El TGI. de social capital 31,92% del al correspondiente España) de (Compañía S.L. Holding el control accionario y administrativo TGI con se donde relacionado inversionistas de acuerdo el firmaron EEBEn 2011, marzo de y Citiventure a van que y compromisos acuerdos los principalmente plasman de acciones de adquisición la (OPA) para adquisiciones de pública oferta una EEB 2011 la de realizó En junio los accionistas minoritarios de TGI, con lo cual la participación de EEB e aún el co aún el de colocación en prima la de capitalización por acciones 42.643.252 emitieron 2012 se de diciembre 28 de El Asamblea aprobadaacciones por la General de Accionistas. número d incrementoEl en el de en acciones circulación prima ende colocaci la A (CVCI) 31 de de Diciembre Venture manifestó su International interés de 2013 Citi Capital socio el su participación enajenar
(1)
(2) Inversiones permanentes a 31 de diciembre de 2012
Utilidad (pérdida) Utilidad (pérdida método de Número de del ejercicio) Porcentaje participación Valor neto en Empresa Actividad acciones Tipo de acciones Año 2012 accionario Costo Año 2012 Provision libros
En compañías controladas:
TGI S.A. E.S.P. (1) Transporte de gas 77.511.571 Ordinarias 247.680 68,05% 1.614.443 $ 168.544 $ - $ 1.782.987 EEB International Ltd. (2) Vehiculo de inversión 1.000 Ordinarias - 100,00% 2 - - 2 Contugas S.A.C. (3) Distribución de gas 185.234.597 Ordinarias (12.843) 75,00% 126.210 (9.632) - 116.578 DECSA S.A. E.S.P. (4) Distribución de energía 108.502.500.000 Ordinarias 23.977 51,00% 141.206 12.228 - 153.434 TRECSA S.A. (5) Transporte de energía 7.164.545 Ordinarias (158) 95,70% 269.178 (151) - 269.027 EEB Perú Holdings Ltd. (7) Vehiculo de inversión 1.000 Ordinarias 34.167 100,00% 240.627 34.167 - 274.794 EEB Ingeniería y Servicios S.A (8) Ingeniería 1.579 Ordinarias (89) 99,94% 458 (89) - 369 EEBGAS Ltd. (7) Vehiculo de inversión 7,850,749 Ordinarias 24.595 100,00% 529.856 24.595 - 554.451 EEB GAS S.A.S. (11) Vehiculo de inversión 5.000 Ordinarias - 100,00% 5 - - 5
$ 2.921.985 $ 229.662 $ - $ 3.151.647
xxxxxxxxxxxxxxx
Número de Porcentaje Valor neto en Valorización (Ver Empresa Actividad acciones Tipo de acciones accionario Costo Provisión libros Nota 11)
En compañías no controladas:
Emgesa S.A. E.S.P. (6) Generación de energía 55.758.250 Ordinarias 37,44% $ 736.514 - $ 736.514 $ 1.404.208 Emgesa S.A. E.S.P. (6) Generación de energía 20.952.601 Preferenciales 14,07% 254.002 - 254.002 554.532 Codensa S.A. E.S.P. (6) Distribución de energía 48.025.920 Ordinarias 36,36% 184.930 - 184.930 948.613 Codensa S.A. E.S.P. (6) Distribución de energía 20.010.799 Preferenciales 15,15% 77.048 - 77.048 398.801 Consorcio Transmantaro S.A. Transporte de energía 232.285.704 Ordinarias 40,00% 140.859 - 140.859 50.289 Red de Energía del Perú S.A. Transporte de energía 28.864.000 Ordinarias 40,00% 79.620 - 79.620 95.759 Gas Natural S.A. E.S.P. Distribución de gas 9.229.121 Ordinarias 24,99% 47.640 - 47.640 268.398 Isagén S.A. E.S.P. Generación de energía 68.716.000 Ordinarias 2,52% 34.611 - 34.611 137.693 Interconexión Eléctrica S.A. E.S.P. Transporte de energía 18.448.050 Ordinarias 1,67% 21.462 - 21.462 158.370 Electrificadora del Meta S.A. E.S.P. Distribución de energía 31.026 Ordinarias 16,23% 4.077 - 4.077 33.610 Gestión Energética S.A. E.S.P. Generación de energía 161.811.391 Ordinarias 0,04% 2.662 (2.546) 116 - Electrificadora del Caribe S.A. E.S.P. Distribución de energía 18.781.876 Ordinarias 0,04% 1.013 (243) 770 - Banco Popular Servicios financieros 8.772.703 Ordinarias 0,11% 599 - 599 1.755 Hidrosogamoso S.A. E.S.P. Generación de energía 1 Ordinarias 0,70% 20 (20) - - Aguas de Bogotá S.A. E.S.P. Servicio de acueducto 10 Ordinarias 0,07% 11 11 -
Grupo Nutresa Alimentos 223 Ordinarias 0,00% - - - 6
$ 1.585.068 $ (2.809) $ 1.582.259 $ 4.052.034
-22-
EEB 2013
Report Sustainability 390
(2) EEB International Ltd. – Con el fin de llevar a cabo la emisión de bonos en los mercados de capitales En Junio de 2012 se decide escindir los 3 vehículos de inversión de AEI Promigas Holdings Ltda., AEI internacionales, la Empresa constituyó una filial en Islas Cayman (EEB International Ltd.), con el propósito de Promigas Ltd. y AEI Promigas Investments, mediante esta escisión se conforma EEBGAS LTD (compañía servir de vehículo de inversión. Dicha operación se encuentra garantizada por EEB. creada en mayo de 2012 domiciliada en las Islas Cayman), en donde EEB S.A. E.S.P tiene el 100% de participación accionaria.
2013 El 6 de diciembre de 2011 la Empresa a través de su filial EEB International Ltd. utilizó la opción de recompra de bonos por USD$610 millones los cuales habían sido emitidos en octubre de 2007 con un plazo de 10 años y (8) El 20 de enero de 2011 en su sesión No. 1470 la Junta Directiva de la Empresa, autorizó la constitución de la una tasa de interés de 8,75%. Las condiciones de la nueva colocación de bonos en el mercado internacional filial EEB INGENIERIA Y SERVICIOS S.A. cuyo domicilio principal es Guatemala. El 7 de abril de 2011 se son una tasa de 6,125% y un plazo de 10 años. constituyó la sociedad con un aporte inicial de USD$10,000 y una participación accionaria de EEB del 100%. A 31 de diciembre de 2013 la Empresa ha realizado capitalizaciones por USD$1,020,654 (Al 31 de diciembre (3) Contugás S.A.C. – El 13 de junio de 2008 fue constituida bajo las leyes peruanas la Transportadora de Gas de 2012 USD$270,000). Internacional del Perú S.A.C. (hoy Contugas S.A.C.), Empresa dedicada a la distribución y comercialización de gas natural en la región de Ica en Perú. De acuerdo con la reforma estatutaria aprobada el día 26 de (9) El 25 de Junio de 2013 se constituyó EEB Ingeniería y Servicios Perú SAC., cuyo propósito es la prestación septiembre de 2008, el capital de esta sociedad está conformado por aportes de EEB en un 75% y TGI con el Report Sustainability de servicios complementarios en los sectores de hidrocarburos y/o transporte de hidrocarburos por ductos, así 25%. Al 31 de diciembre de 2013 se han capitalizado USD$97,900,000 (EEB USD$73,425,000 – TGI como distribución de gas natural y transmisión de energía eléctrica en el Perú. Esta sociedad tiene domicilio USD$24,475,000).
EEB principal es Perú. Financial Statements (4) DECSA S.A. E.S.P. – Con el objeto de participar en el proceso de adjudicación de las electrificadoras que el (10) El 7 de Enero de 2013 se constituyó EEB Energy RE LTD. con domicilio es Islas Bermudas, cuyo propósito Gobierno Nacional, el 11 de febrero de 2009 se constituyó la Distribuidora Eléctrica de Cundinamarca S.A. es la negociación global de los seguros del Grupo y con un aporte inicial de USD$120.000. E.S.P. (DECSA), donde EEB participa con el 51% y Codensa con el 49% de las acciones. DECSA resultó adjudicataria en subasta pública del 82,34% de participación accionaria en la Electrificadora de Cundinamarca (11) El 12 de Octubre de 2012 se constituyó EEB GAS S.A.S. con un capital autorizado de $5 con el objetivo de E.S.P. (hoy Empresa de Energía de Cundinamarca S.A. E.S.P.), por $218.332. fusionar a EEBGAS Ltd. El 21 de febrero de 2013 se hizo efectiva la fusión entre EEBGAS Ltd. y EEB GAS S.A.S. (5) TRECSA S.A. – El 8 de febrero de 2010 se constituyó bajo las leyes Guatemaltecas la Transportadora de Energía de Centroamérica S.A. (TRECSA) como encargada de cumplir los requerimientos de la licitación Inversiones en compañías controladas – Los activos, pasivos y resultados de las compañías PET-1-2009 adjudicada a EEB el 21 de enero de 2010. El proyecto consiste en seis lotes distribuidos a lo controladas es el siguiente: largo del territorio Guatemalteco, con un total de 850 Kms de líneas de transmisión de 230 kv y 24 obras que comprenden la realización de los diseños, construcción, operación y explotación comercial de activos de Al 31 de diciembre de 2013 transmisión de energía eléctrica y construcción de subestaciones para la prestación del servicio de transporte de energía eléctrica en este país. Al 31 de diciembre de 2013 se tiene una participación accionaria del 95,29% Activos Pasivos Utilidad (pérdida) y se han realizado capitalizaciones por USD$168,942,517 (Al 31 de diciembre de 2012 USD$152,162,636). totales Totales Patrimonio del ejercicio
(6) Del total de acciones de Codensa S.A. E.S.P. y Emgesa S.A. E.S.P., 20.010.799 y 20.952.601, TGI S.A. E.S.P. y filial 5.739.840 2.700.529 3.039.311 130.067 respectivamente, corresponden a acciones sin derecho a voto con un dividendo preferencial de USD$0,10 por EEB International Ltd. 2 - 2 - acción para Codensa y USD$0,1107 por acción para Emgesa. El porcentaje de participación es de 51,51% DECSA E.S.P. y filial 602.065 295.134 306.931 17.278 (Codensa S.A. E.S.P.) y 51,51% (Emgesa S.A. E.S.P.). Contugás S.A.C. 674.538 545.387 129.151 (39.019) Trecsa S.A. 566.424 249.586 316.838 (12.239) (7) El 19 de enero de 2011, la Empresa suscribió un acuerdo para la compra de las inversiones del Fondo EEB Perú Holdings Ltd. y filial 1.309.345 962.879 346.466 17.565 Ashmore en Calidda (Perú) y en Promigás (Colombia). EEBIS Guatemala S.A. 56.954 55.744 1.210 (571) EEB GAS S.A.S. (1) 589.757 1.001 588.756 50.420 EEB adquirió la compañía AEI Perú Holding Ltd. (hoy EEB Perú Holding Ltd.), que posee el 60% de las EEB Energy Re. Ltd. 7.674 6.419 1.255 994 acciones de Calidda, Empresa encargada de la distribución de gas natural en el departamento de Lima y la EEBIS Perú S.A.C. 3 83 (80) (79) Provincia Constitucional del Callao. Al 31 de diciembre de 2012 Adicionalmente, EEB en conjunto con Corficolombiana, FCP Corredores y FCP Correval, adquirieron el 30%, 20,3% y 47,9% y 1,8%, respectivamente, de AEI Promigás Ltd.; AEI Promigás Holdings Ltd. y AEI Promigás Investments Ltd. Empresas que poseen el 52,13% de Promigás, hecho que le representa a EEB la Activos Pasivos Utilidad (pérdida)
adquisición de forma indirecta del 15,6% de dicha compañía. totales Totales Patrimonio del ejercicio
TGI S.A. E.S.P. y filial $ 5.087.324 $ 2.467.175 $ 2.620.149 $ 247.680 El cierre de las operaciones de compra de Promigás y Cálidda se realizó el 10 y 14 de febrero de 2011, con los 2 - pagos efectuados por EEB por US$237,862,830 y US$111,240,000, respectivamente. EEB International Ltd. 2 - DECSA S.A. E.S.P. y filial 549.094 248.244 300.850 23.977 Contugás S.A.C. 389.637 234.200 155.437 (12.843)
- 24 - - 25 -
392 393
Activos Pasivos Utilidad (pérdida) 2013 2012 totales Totales Patrimonio del ejercicio
Trecsa S.A. 317.157 35.279 281.878 (159) Menos – Porción corriente (491) (563) EEB Perú Holdings Ltd. y filial 870.435 595.641 274.794 34.167 2013 EEB Ingeniería y servicios S.A. 374 4 370 (89) 160.800 192.597 EEBGAS Ltd. 554.451 - 554.451 24.595 EEB GAS S.A.S. 5 - 5 - Recursos entregados en administración (Ver Nota18) 173.283 193.855 El siguiente es el detalle de los ingresos por dividendos: $ 334.083 $ 386.452 2013 2012
Report Sustainability Dividendos ganados: (1) El 1 de enero de 2011 se registró como un activo diferido por $78.429 con crédito la cuenta por pagar de Codensa S.A. E.S.P. (1) $ 264.951 $ 69.624 impuestos, el cargo diferido se amortiza en línea recta durante 4 años. Durante el año 2013 y 2012 se pagó y
EEB Emgesa S.A. E.S.P. (2) 405.659 345.963 amortizó con cargo al estado de resultados por $19.607 correspondiente a la vigencia fiscal de ese año.
Gas Natural S.A. E.S.P. (3) 62.630 63.726 Financial Statements (2) Corresponde al menor impuesto de renta pagado por las diferencias temporales entre las vidas útiles contables Red de Energía del Perú 61.147 - y fiscales y el reconocimiento de los ajustes por inflación contables de los activos fijos, que originan un Interconexión Eléctrica S.A. 3.468 4.095 mayor valor de la depreciación que se deducen fiscalmente de este impuesto. Banco Popular 155 204 Isagén S.A. E.S.P. 4.762 5.291 (3) El detalle de intangibles al 31 de diciembre de 2013 y 2012 es: Electrificadora del Meta S.A. E.S.P. 5.857 5.315 Crédito mercantil (4) $ 137.628 $ 137.628 Derechos 57.287 57.287 Total dividendos ganados (Ver nota 26) $ 808.629 $ 494.218 Software 4.332 3.821
(1) Al 31 de diciembre de 2013 corresponde a los dividendos decretados por el periodo Enero – Diciembre de $ 199.247 $ 198.736 2012. Al 31 de diciembre de 2012 corresponde a dividendos decretados por los periodos octubre-diciembre de 2011. (4) El crédito mercantil fue generado por: a) La adquisición de acciones en Transcogás S.A ESP., (hoy fusionada con TGI S.A. ESP.), b) La adquisición de acciones del Consorcio Transmantaro y c) La adquisición de (2) Al 31 de diciembre de 2013 y 2012 corresponde a los dividendos decretados por el periodo Enero – acciones de EEB Perú Holdings Ltd. tal como se detalle a continuación: Diciembre de 2012 y 2011, respectivamente. Crédito Mercantil Transcogás S.A. E.S.P. (a) $ 42.531 (3) Al 31 de diciembre de 2013 y 2012 corresponde a los dividendos decretados por el periodo Enero – Crédito Mercantil Consorcio Transmantaro S.A. (b) 69.368 Diciembre de 2012 y 2011, respectivamente. Crédito Mercantil EEB Perú Holding Ltd. (c) 25.729
10. OTROS ACTIVOS, NETO $ 137.628 Gastos pagados por anticipado $ 491 $ 563 Cargos diferidos 19.260 26.453 a) El crédito mercantil se originó por la adquisición de acciones de la Transportadora Colombiana de Gas Impuesto al patrimonio (1) 78.429 78.429 S.A. E.S.P. (sociedad fusionada con TGI S.A. E.S.P.) en dos operaciones así: Impuesto diferido débito (2) 27.291 26.949 • En junio de 2005 se adquirió 53.999.985 acciones equivalentes al 71,9998% por $29.179 Intangibles (3) 199.247 198.736 (USD$12,500,000 a una TRM de $2.334,27 por USD$1 del 15 de junio de 2005), el valor Otros 2.507 2.511 patrimonial de la inversión era $10.207 y la diferencia se registró como un crédito mercantil
adquirido por $18.972 que se está amortizando en un periodo de 20 años. 327.225 333.641 • En julio de 2008 EEB compró el 27,999% de capital accionario, representado en 71.400.006 Menos amortización acumulada (165.934) (140.481) acciones por $33.000, quedando la participación de EEB en 99,99%. El valor patrimonial de la inversión era $9.441 y la diferencia se registró como un crédito mercantil adquirido por $23.559 161.291 193.160 que se está amortizando en un periodo de 20 años.
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b) En diciembre de 2006 EEB adquirió el 40% de la participación del Consorcio Transmantaro S.A. (1) El 17 de enero de 2013 la Empresa canceló la obligación que tenía con el Banco de Bogotá cuyo vencimiento localizado en Perú por USD$50,078,471. La adquisición originó un crédito mercantil por era febrero de 2014, por lo cual se muestra como parte de la porción corriente al 31 de diciembre de 2012. USD$30,154,335 ($69.368), dada la diferencia entre el valor patrimonial de las acciones al 30 de noviembre de 2006 (USD$19,924,136) y el valor pagado por EEB (USD$50,078,471). Dicho crédito (2) En la sesión de Asamblea de Accionistas No. 61 realizada el 7 de octubre de 2011, se autorizó decretar la mercantil se está amortizando en un periodo de 20 años. emisión de bonos bajo la reglar 144 A regulación S, para financiar la recompra de las obligaciones existentes 2013 bajo el bono emitido en el 2007, por un monto hasta de US$610 millones, sin incrementar el endeudamiento c) En febrero de 2011 EEB adquirió el 100% de la participación accionaria de EEB Perú Holding Ltd. externo de la sociedad. ubicada en Islas Cayman por USD$111,240,000. La adquisición originó un crédito mercantil por USD$12,507,302 ($25.729), dada la diferencia entre el valor patrimonial de las acciones al 31 de enero El 3 de noviembre de 2011 la Empresa de Energía de Bogotá S.A. ESP., realizó la colocación de los bonos en de 2011 (USD$98,732,698) y el valor pagado por EEB (USD$111,240,000). Dicho crédito mercantil se el mercado internacional por USD$610 millones a una tasa de 6,125% SV y un plazo de 10 años. está amortizando en un periodo de 20 años. El 6 de Diciembre de 2011 EEB International utilizó la opción call del bono y canceló la totalidad de la 11. VALORIZACIONES obligación. Report Sustainability
2013 2012 En noviembre 15 y 27 de 2013 la Empresa realizó la reapertura de la emisión de bonos por USD$112
EEB millones y USD$27 millones, respectivamente, a una tasa del 6,125% SV con el mismo vencimiento de la
Inversiones (Ver nota 9) $ 4.130.764 $ 4.052.034 emisión inicial, en estas reaperturas se presentaron primas por USD$1.960.000 y USD$472.500, Financial Statements Propiedades, planta y equipo: respectivamente, lo que disminuyó la tasa efectiva de los bonos del 6.125% SV al 5.48% SV. Terrenos 166.675 103.969 Edificaciones 77.046 71.592 (3) Como parte del proceso de restructuración de las obligaciones financieras en mayo de 2008, la Empresa Plantas y ductos / subestaciones 43.091 30.792 gestionó un préstamo con la Corporación Andina de Fomento CAF, con una tasa de interés Libor + 1,6% Redes, líneas y cables 28.571 45.480 semestre vencido, y amortizaciones de capital en 14 cuotas semestrales a partir del año 2013. Esta operación Maquinaria y equipo 503 766 se hizo para sustituir el crédito contratado con el banco ABN AMRO BANK por USD$100 millones. Muebles y Enseres 195 - Equipo de comunicación y computación 1.175 1.497 A continuación se detalla los saldos de las obligaciones financieras en moneda extranjera: Equipo de comedor cocina y despensa 7 - Equipo de transporte, tracción y elevación 175 149 2013 2012
$ 4.448.202 $ 4.306.279 Dólares $ 841.857.143 $ 710.000.000 El avalúo técnico de las Propiedades, Planta y Equipo fue elaborado al 31 de diciembre de 2013 Euros - 299.935 por CONSULTORES UNIDOS S.A., bajo la metodología de costos de reposición y/o valores de mercado, neto de depreciación. Los instalamentos de deuda pagaderos en los próximos años son como sigue:
12. OBLIGACIONES FINANCIERAS Año Valor
Tasa de Fecha de 2015 $ 27.925 Interés Vencimiento 2016 27.957 2017 27.697 Kreditansantal Fur Wiederaufbau 5,50% 30/06/2013 $ - $ 699 2018 y siguientes 1.539.877 Banco de Bogotá (1) DTF + 1,85% 23/02/2014 - 50.367 Bonos y títulos emitidos EEB (2) 6,125% 10/11/2021 1.455.473 1.087.796 Corporación Andina de Fomento (3) Libor + 1,6% 30/05/2020 179.220 177.147 $ 1.623.456 Sobregiros Bancarios 31/01/2013 - 28 Leasing Bancolombia DTF + 3,75% 31/08/2015 1.349 1.350 Covenants – La Empresa adquirió unos compromisos en calidad de emisor del bono efectuado por USD$610,000,000 a una tasa del 6,125% SV en noviembre del 2011 y bajo lo estipulado en Subtotal 1.636.042 1.317.387 el Indenture de la emisión. A continuación se describen los más relevantes de carácter financiero: Menos – Porción corriente (12.586) (60.604)
• La relación de endeudamiento entre la deuda neta consolidada y el EBITDA consolidado no $ 1.623.456 $ 1.256.783 debe ser superior a 4,5:1,0.
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• La relación entre el EBITDA consolidado y el gasto de intereses consolidado no debe ser en pesos de 10,85% SV sobre un monto nacional de $311.220 (equivalente a los USD$133 inferior a 2,25:1,0. millones convertidos a una tasa spot de $2.340,00).
En el evento en que cualquiera de los compromisos anteriores se incumpla, la Empresa y sus Producto de la operación de manejo de deuda mediante la cual se prepagó el crédito con Royal
2013 subsidiarias restringidas (TGI S.A.E.S.P., TGI International Ltd., Decsa S.A. E.S.P., EEC S.A. Bank of Scotland – RBS (Antes HBU) y se ejerció la opción de recompra del bono de EEB E.S.P., EEB Perú Holdings Ltd., Calidda S.A., Contugas S.A.C.,Trecsa S.A., EEB International International Ltd., EEB realizó emisión de un nuevo bono con vencimiento en el 2021 y Ltd., EEBGas Ltd., EEB Gas S.A.S., EEB Ingeniería y servicios Perú y EEB Ingeniería y Servicios S.A.) tendrían las siguientes limitaciones: modificó la operación de cobertura con las siguientes condiciones: EEB recibe una tasa de interés del 6,125% SV en dólares sobre un monto de USD$133 millones y se obliga a pagar una • La Empresa y sus subsidiarias no podrán crear, incurrir o asumir, ni permitirán que exista tasa de interés fija en pesos de 8,78% SV sobre un monto nocional de $311.220 (equivalente a ningún gravamen sobre ninguna propiedad o activo, utilidad o ingreso (incluyendo cuentas los USD$133 millones convertidos a una tasa spot de $2.340,00), con vencimiento en por cobrar) o derechos con respecto a alguno de ellos. noviembre del 2014. Report Sustainability • La Empresa y sus subsidiarias no podrán dedicarse a ningún negocio diferente al negocio de El resultado de la valoración del swap al 31 de diciembre de 2013 generó un ingreso por
EEB transmisión de energía, distribución de energía, transporte de gas, distribución de gas y a las $12.665 ($5.967 al 31 de diciembre de 2012) (Ver Nota 26) y un pasivo acumulado por
actividades o negocios que estén relacionadas. $11.306 ($23.972 al 31 de diciembre de 2012). Financial Statements
• La Empresa y sus subsidiarias no podrán crear ni adquirir ninguna subsidiaria, ni podrán 14. CUENTAS POR PAGAR efectuar ninguna inversión en otra sociedad, excepto las inversiones relacionadas en el curso
ordinario de los negocios. 2013 2012
Adquisición de bienes y servicios $ 849 $ 992 • La Empresa y sus subsidiarias no podrán enajenar ningún activo a excepción de: Acreedores 11.653 5.220 Dividendos por pagar 298 271 - Que se reciba una contraprestación, que al menos el 75% de esta se encuentre Impuestos por pagar (Ver Nota 19) 24.675 41.427 representada en efectivo o inversiones temporales y que en los 270 días siguientes sea Compañías vinculadas (Ver Nota 15) 1.558 41 utilizada para pagar deuda o reinvertir en activos. Otras 473 313
- Otras enajenaciones por una contraprestación que no exceda, individualmente o en 39.506 48.264 conjunto USD$30,000,000 (o su equivalente en otras monedas) al año. Menos – Porción corriente (39.506) (28.657) • La Empresa y sus subsidiarias no podrán incurrir en ningún endeudamiento y no podrán garantizar ninguna obligación a favor de un tercero. $ - $ 19.607
Adicional a lo anterior, la Empresa y su subsidiaria no podrán efectuar ningún cambio en el 15. TRANSACCIONES CON COMPAÑÍAS VINCULADAS tratamiento contable y prácticas de reportes financieros o en el tratamiento de impuestos, Activo: excepto lo exigido o permitido por los principios de contabilidad generalmente aceptados en Inversiones temporales – (Ver Nota 9) Colombia, aplicados uniformemente durante el período. Codensa S.A. E.S.P. $ 13.022 $ 13.005 Emgesa S.A. E.S.P. 1.812 1.814 A partir de noviembre de 2012 EEB tiene grado de inversión (BBB-AAA Col) otorgado por Fitch Ratings y Moodys y Standardad & Poor´s, por lo tanto las restricciones anteriores no Subtotal inversiones temporales 14.834 14.819 tienen efecto. Cuentas por cobrar – (Ver Nota 6) 13. OPERACIONES DE COBERTURA Codensa S.A. E.S.P. $ 26 $ - El 6 de noviembre de 2008 EEB contrató una operación de cobertura consistente en un coupon Emgesa S.A. E.S.P. 135 131 swap (intercambio de cupones) a través de la cual EEB recibió una tasa de interés del 8,75% SV Contugás SAC. 2.888 1.721 en dólares sobre un monto de USD$133 millones y se obligaba a pagar una tasa de interés fija Trecsa S.A. 6.878 4.827 Calidda 104 - EEBIS 1.361 -
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2013 2012 2013 2012
TGI S.A. E.S.P. (1) 718.567 659.417 TGI S.A. E.S.P. (1) 50.351 49.469
57.308 54.932 2013 Subtotal cuentas por cobrar 729.959 666.096 Ingresos por dividendos: (2) Dividendos por cobrar: Emgesa S.A. E.S.P. 405.659 345.963 Codensa S.A. E.S.P. 65.810 58.443 Codensa S.A. E.S.P. 264.951 69.624 Emgesa S.A. E.S.P. 100.910 85.382 670.610 415.587 Subtotal dividendos por cobrar 166.720 143.825
Report Sustainability $ 727.918 $ 470.519
$ 896.679 $ 809.921 Costos y gastos: EEB Emgesa S.A. E.S.P. $ 2.588 $ 1.241 Codensa S.A. E.S.P. 1.038 2.383 Financial Statements Pasivo: Cuentas y documentos por pagar – (Ver Nota 14) $ 3.626 $ 3.624
Codensa S.A. E.S.P. $ 73 $ 5 (1) Al 31 de diciembre de 2013 incluye: a) $42.545 ($40.718 al 31 de diciembre de 2012) por los intereses de los Emgesa S.A. E.S.P. 813 29 préstamos otorgados por USD$370 millones a TGI b) honorarios por el contrato de apoyo técnico de TGI por TGI S.A. E.S.P. 653 - $6.847 ($8.008 al 31 de diciembre de 2012), c) la recuperación de gastos producto de la colocación y prima Calidda 11 - de recompra del call de los bonos emitidos por EEB de $743 al 31 de diciembre de 2012 y d) Por la cesión del EEB GAS S.A.S 5 5 contrato de Leasing del piso 7 del Edificio Grupo Energía de Bogotá $958 al 31 de diciembre de 2013. EEB Ingeniería y Servicios Perú 1 - (2) Al 31 de diciembre de 2013 refleja el valor de los dividendos decretados por Emgesa y Codensa en marzo de EEB International Ltd. 2 2 2013 correspondientes al periodo enero - diciembre de 2012. Al 31 de diciembre de 2012 refleja el valor de los dividendos decretados por Emgesa en marzo de 2012 correspondientes al periodo enero -diciembre de $ 1.558 $ 41 2011 y los dividendos decretados por Codensa en marzo de 2012 por el periodo octubre-diciembre de 2011.
(1) Al 31 de diciembre de 2013 incluye préstamos otorgados por la Empresa a TGI por USD$370 millones, en Contratos servicios técnicos de apoyo – EEB firmó un contrato con el objeto de brindar apoyo pesos $712.927 ($654.245 al 31 de diciembre de 2012) a una tasa del 6,125% SV con vencimiento en 2022. técnico, prestar asesoría jurídica, administrativa y financiera en la ejecución de actividades que EEB dentro del proceso de restructuración de la deuda ejerció en diciembre de 2011, a través de su filial EEB son requeridas para el desarrollo del objeto social de TGI y con un plazo de 20 años. El pago International Ltd. ejerció la opción de recompra de bonos por US$ 610 millones, con una tasa de 6,125% SV anual para el 2013 y 2012 corresponde al 1,3% y 1,4%, respectivamente del EBITDA anual de y un plazo de 10 años, mejorando las condiciones de tasa y plazo que existían con lo cual se hizo necesario modificar las condiciones del crédito intercompañia con EEB, que son un espejo de las condiciones de los TGI. bonos que EEB emitió en el 2007. Acuerdos de servicios filiales del exterior - EEB suscribió con Contugás S.A.C., Trecsa S.A., El valor de los intereses por cobrar a TGI al 31 de diciembre de 2013 es de $5.640 ($5.172 al 31 de EEB Ingeniería y Servicios S.A. y Calidda S.A. contratos de acuerdos de servicios para brindar diciembre de 2012). apoyo técnico, prestar asesoría jurídica, administrativa y financiera en la ejecución de actividades que son requeridas para el desarrollo del objeto social. Los contratos fueron El siguiente es el efecto en resultados de las transacciones con Empresas relacionadas, descritos suscritos el 15 de julio de 2011 con Contugás S.A.C. y Trecsa S.A.; el 10 de diciembre de 2012 en la Nota 9: con EEB Ingeniería y Servicios S.A. y el 14 de noviembre de 2013 con Calidda S.A. El pago anual está basado en los costos directos e indirectos en los que haya incurrido el contratista y un Ingresos: margen de utilidad que estará definido en función de la respectiva actividad. Emgesa S.A. E.S.P. $ 1.104 $ 477 Codensa S.A. E.S.P. 22 47 Contugás SAC 1.052 1.620 Compromisos - El préstamo sindicado contratado por Contugás S.A.C. por USD$310 millones, Trecsa S.A. 4.078 3.319 en septiembre de 2013 está respaldado por un compromiso irrevocable de los accionistas EEB Calidda S.A. 105 - (75%) y TGI (25%), donde se comprometen incondicional e irrevocablemente frente a EEBIS S.A. 596 - Contugás a realizar aportes de inmediata disposición al capital social de Contugás directamente
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o a través de afiliadas; o mediante el otorgamiento a favor de Contugás de deuda subordinada; Las provisiones para contingencias corresponden a: en el caso de que Contugás no cuente con fondos suficientes y disponibles para realizar los pago del contrato de crédito y las obras asociadas al sistema de distribución de gas natural en el 2013 2012 Departamento de Ica en Perú.
2013 Administrativas $ 5.697 $ 8.749 De igual forma el préstamo suscrito por el Consorcio Transmantaro en octubre de 2012 por Civiles 7.734 8.469 USD$100 millones (40% EEB y 60% ISA) están respaldados por un compromiso irrevocable Laborales (2) 35.440 34.948 de los accionistas EEB e Interconexión Eléctrica S.A. (ISA). $ 48.871 $ 52.166 Precios de transferencia - Dando cumplimiento a la normatividad tributaria sobre precios de transferencia, la Empresa estableció bajo un estudio de precios de mercado los márgenes que (1) Al 31 de diciembre de 2013 y 2012 corresponde a las cuotas partes pensionales por pagar, de acuerdo con el cálculo actuarial. Report Sustainability podría cobrar sobre las actividades desarrolladas. Para los servicios administrativos estableció un margen del 8,42% (9,14% para 2012) y para los servicios de asistencia técnica el 5,55% (2) Al 31 de diciembre de 2013 y 2012 incluye provisión por contingencias derivadas por la suspensión de los EEB (5.94% para 2012). beneficios complementarios de energía y recreación a los pensionados de la Empresa por $31.797 (32.744 al
31 de diciembre de 2012), en cumplimiento de lo estipulado en el Acto Legislativo 001 de 2005 que modificó Financial Statements Operaciones de administradores - Al 31 de diciembre de 2013 y 2012 no hubo entre la empresa los regímenes especiales de pensiones. y los directores, miembros de Junta Directiva, ni entre la empresa y personas jurídicas en las cuales los directores sean a su vez representantes legales o accionistas con una participación Contingencias – Al 31 de diciembre de 2013 el valor de las reclamaciones contra la Empresa igual o superior al 10%, como las transacciones de las siguientes clases: por litigios administrativos, civiles y laborales ascienden a $63.297 ($67.791 al 31 de diciembre de 2012), y otros por importes indeterminados. Con base en la evaluación de la probabilidad de (a) Préstamos sin intereses o contraprestación, ni servicios sin costo. éxito en la defensa de estos casos, la Empresa ha provisionado $48.870 ($52.166 al 31 de diciembre de 2012) para cubrir las pérdidas probables por estas contingencias. (b) Préstamos que impliquen para el mutuario una obligación que no corresponda a la esencia o naturaleza del contrato de mutuo. La administración de la Empresa estima con concurso de los asesores externos e internos, que el resultado de los pleitos correspondientes a la parte no provisionada será favorable para los (c) Operaciones cuyas características difieran de las realizadas con terceros. intereses de la Empresa y no causarán pasivos de importancia que deban ser contabilizados o que, si resultaren, éstos no afectarán de manera significativa la posición financiera de la 16. PASIVOS ESTIMADOS Y PROVISIONES Empresa. El siguiente es el detalle de las provisiones contabilizadas por la Empresa al 31 de diciembre de 2013 y 2012: A continuación se describen los principales procesos que se encuentran en contra de la Empresa: 2013 2012 Acción de grupo – Por los supuestos perjuicios materiales y morales ocasionados por el daño Provisión para contingencias $ 48.871 $ 52.166 ambiental producido en el embalse del Muña. En el año 2001 se interpusieron acciones de Cálculo actuarial cuotas partes pensionales por grupo y otras acciones jurídicas contra EEB, Emgesa y la CAR, durante las audiencias y pagar (1) 4.455 24.451 consideraciones judiciales, se concluyó que la problemática se centraba principalmente en la Otras provisiones 1.628 1.093 contaminación de las aguas del rio Bogotá, por lo cual se aceptó que estos procesos fueron acumulados con otros de similar naturaleza. Actualmente, este proceso judicial se encuentra en 54.954 77.710 trámite de segunda instancia ante el Consejo de Estado. Menos - Largo plazo (53.326) (76.617) Con el propósito de atender este proceso, EEB, Emgesa y la Empresa de Acueducto y $ 1.628 $ 1.093 Alcantarillado de Bogotá (EAAB), convocaron en el año 2003, una mesa con reconocidos expertos internacionales en materia de saneamiento de activos hídricos, quienes recomendaron una metodología técnica para la recuperación ambiental y paisajística del embalse Muña.
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De acuerdo con las conclusiones y recomendaciones señaladas por la mesa de expertos, EEB 18. PENSIONES DE JUBILACIÓN Y BENEFICIOS COMPLEMENTARIOS conjuntamente con Emgesa, presentaron ante el Tribunal Administrativo de Cundinamarca, un 2013 2012 Pacto de Cumplimiento el cual fue aprobado, según consta en la sentencia de primera instancia.
Cálculo actuarial pensiones de jubilación $ 235.306 $ 242.566 2013 La evolución técnica de las obras que conformaban el Pacto de Cumplimiento, indicaron la necesidad de realizar algunas modificaciones en el contenido del mismo, por lo tanto, se Menos – Porción corriente (24.711) (26.179) convocó nuevamente una Segunda Mesa de Expertos en el año 2005, las modificaciones fueron debatidas, expuestas y aprobadas por el comité de verificación convocado por la señora Pensiones de jubilación a largo plazo $ 210.595 $ 216.387 Magistrada Ponente de primera instancia. El valor de la obligación por concepto de pensiones se determina con base en un cálculo En la actualidad se lleva a cabo un riguroso plan de mantenimiento tal y como lo ordenó la actuarial. Dicho cálculo fue elaborado por un actuario independiente, teniendo en cuenta una tasa nominal anual de 2,99% y una tasa real del 4,8% al 31 de diciembre de 2013. El número de Report Sustainability sentencia de primera instancia hasta que se pronuncie el Consejo de Estado. personas cobijadas en el cálculo actuarial para el 2013 y 2012 fueron 1.753 y 1.874, respectivamente. EEB Por último, es preciso mencionar que este tipo de acciones judiciales dada su naturaleza son de
difícil cuantificación, ya que lo se pretende con ellas es la realización de actividades tendientes Financial Statements a mitigar la vulnerabilidad de un derecho colectivo y no un fin de carácter económico. De En el acta No. 1325 del 2 de noviembre de 2000, la Junta Directiva ordenó la segregación acuerdo al análisis de riesgo realizado por la Empresa con el apoyo de sus asesores externos operativa del Fondo de Pensiones de la Empresa. En julio de 2002, EEB suscribió un contrato esta contingencia está clasificada como remota. con Fiducolombia y Consorcio Pensiones Energía (conformado por Fiduciaria Previsora y Fiduciaria Bogotá) cuyo objeto es la constitución de un patrimonio autónomo para administrar 17. OTROS PASIVOS los recursos financieros destinados a respaldar las obligaciones pensionales y el pago de las 2013 2012 mismas, así como la administración del personal pensionado. Para tal efecto, Fiducolombia participa con la administración del 60% de los pensionados y el consorcio “Pensiones Energía”, Ingresos recibidos por anticipado (1) $ 2.089 $ 2.336 con la administración del 40% restante. De acuerdo con los mencionados contratos, el Prima reapertura del Bono 4.639 - patrimonio autónomo ascenderá al monto del capital necesario para atender las obligaciones Impuesto diferido (2) 38.707 30.872 pensionales a cargo de la Empresa y a favor del personal pensionado actual y futuro y debe corresponder al monto de las obligaciones pensionales, en la proporción adjudicada a cada 45.435 33.208 Fiduciaria. El patrimonio autónomo tendrá ajustes o nuevos aportes en la medida en que se requiera. La vigencia del contrato es por un periodo de cinco (5) años, el cual fue renovado Menos – Porción corriente (1) (145) (247) durante el 2012 bajo las mismas condiciones.
$ 45.290 $ 32.961 Al 31 de diciembre de 2013, el Fondo de Pensiones asciende a $173.283 ($193.855 al 31 de diciembre de 2012), los cuales se encuentran reflejados dentro de los depósitos entregados a (1) Corresponde principalmente al pago anticipado del contrato de usufructo suscrito por la Empresa con largo plazo (Ver Nota 10). De acuerdo con los contratos suscritos con las Fiduciarias que Interconexión Eléctrica S.A E.S.P. (ISA S.A. E.S.P.) el 6 de septiembre de 2007, cuyo objeto es el manejan dichos patrimonios, la diferencia entre el valor del pasivo pensional y el valor del aprovechamiento de la infraestructura de transmisión de EEB para la instalación de redes de comunicaciones patrimonio autónomo al 31 de diciembre, será reintegrado o trasladado entre la Empresa y las por un período de 20 años por $2.234, de los cuales $145 corresponden a porción corriente. Fiduciarias, dependiendo de la naturaleza de las diferencias, en abril y mayo de cada año, (2) Al 31 de diciembre de 2013 y 2012, representan las diferencias temporales presentadas por el exceso de la respectivamente. En mayo de 2013, la Empresa entregó recursos del Patrimonio Autónomo depreciación fiscal sobre la depreciación contable por $32.432 y 28.903 (Ver Nota 8) y por el efecto de la Consorcio Pensiones Energía por $1.135 y al Patrimonio Autónomo Fiducolombia por $1.571, valoración de las coberturas por $6.275 y $1.969, respectivamente. con el fin de ajustar el saldo de tales patrimonios autónomos con el valor de las obligaciones pensionales del cálculo actuarial a diciembre de 2012.
En adición al pasivo por pensiones de jubilación, la Empresa registró al 31 de diciembre de 2013 el pasivo por beneficios médicos y educación a que tienen derecho los pensionados, de acuerdo con cálculos actuariales preparados por un actuario independiente. Por lo tanto, se está aprovisionando el pasivo que a valor presente, cubre la obligación estimada por beneficios proyectados de los pensionados a la fecha de cierre del ejercicio.
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404 405
2013 2012 2013 2012
Beneficios complementarios a pensiones $ 33.162 $ 35.519 Impuesto sobre las ventas por pagar 710 1.135 Menos – Porción corriente (4.256) (4.256) 2013 $ 24.675 $ 41.427 Beneficios complementarios a pensiones a largo plazo $ 28.906 $ 31.263 La liquidación y pago del impuesto sobre la renta es anual; se presenta la provisión para impuestos sobre la renta y complementarios por cada período así:
El cálculo de beneficios complementarios se ajusta anualmente con base en los estudios Gasto impuesto de renta $ 47 $ 16 actuariales realizados y los pagos por estos conceptos se cargan directamente a resultados del Impuesto CREE año 2013 4.732 - periodo. Teniendo en cuenta el propósito de emisión de éstos estados financieros, el cálculo Report Sustainability Efecto del impuesto sobre la renta diferido 7.495 2.171 actuarial se ajustó con corte al 31 de diciembre de 2013 con base en un estudio actuarial. EEB El acto legislativo 001 de 2005, estableció la eliminación de los regímenes especiales de Impuesto sobre la renta, neto $ 12.274 $ 2.187 Financial Statements pensión convenidos en pactos y convenciones colectivas de trabajo a partir del 31 de julio de 2010. A continuación se presentan las partidas conciliatorias entre la utilidad comercial y la renta líquida gravable así: El gasto registrado en el estado de resultados por concepto de nómina de pensiones de jubilación y amortización de pensiones y prestaciones adicionales al 31 de diciembre de 2013 y Utilidad antes de impuestos $ 855.834 $ 692.888 Menos: 2012 es el siguiente: Ingresos no constitutivos de renta (750.490) (778.747) Otros gastos deducibles (38.802) (48.717) Pensiones de jubilación – nómina (Ver Nota 24) $ 25.260 $ 25.575 Ingresos no fiscales (220.913) (271.913) Más: 19. IMPUESTOS Ingresos fiscales 89.989 298.181 Impuesto sobre la renta – La Empresa está sujeta al impuesto de renta a una tarifa aplicable del Gastos y costos no deducibles 126.204 108.391 25% sobre la renta líquida. Utilidad líquida del ejercicio antes de renta exenta 61.822 83 De conformidad con el Artículo 191 del Estatuto Tributario, las Empresas de Servicios Públicos Domiciliarios no se encuentran sujetas a renta presuntiva. Renta exenta (3) 61.822 83 Renta líquida gravable - - Impuesto sobre la renta para la equidad - El artículo 20 de la Ley 1607 del 26 de diciembre de 2012 creo este impuesto a una tarifa del 8%. Para los años 2013, 2014 y 2015 la tarifa es del Ganancias ocasionales gravadas 472 $ 48 9% sobre la renta líquida. Para todos los efectos, la base gravable del CREE no podrá ser inferior al 3% del patrimonio líquido del contribuyente en el último día del año gravable Tarifa del impuesto 10% 33% inmediatamente anterior, de conformidad con lo previsto en los artículos 189 y 193 del Estatuto Tributario. Impuesto a cargo $ 47 $ 16
Los años gravables 2011 y 2012 están abiertos para revisión de las autoridades tributarias. A continuación se presentan las partidas conciliatorias entre el patrimonio contable y el fiscal:
El detalle de la cuenta por pagar de impuestos, gravámenes y tasas es el siguiente (Ver nota 14): Patrimonio contable $ 9.805.960 $ 8.994.660 Reajustes fiscales 405.621 497.954 Impuesto al patrimonio (1) $ 19.607 $ 39.215 Activos y provisiones (997.233) (1.101.461) Impuesto de industria y comercio (2) 46 35 Pasivos estimados y provisiones 127.007 119.649 Retención en la fuente 1.052 1.042 Valorizaciones (4.448.203) (4.306.279) Retención en la fuente CREE 2.784 - Impuesto por pagar CREE año 2013 476 - Patrimonio fiscal estimado $ 4.893.152 $ 4.204.523
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406 407
(1) Impuesto al patrimonio - La Empresa liquidó el impuesto al patrimonio tomando como base el patrimonio Reserva Decreto 2336 de 1995 – Dando cumplimiento al decreto 2336 de 1995, que trata sobre líquido poseído al 1 de enero de 2011 a una tarifa del 4,8% más el 25% de la sobretasa. La declaración se realización de las utilidades generadas por la aplicación de métodos especiales de valoración de presentó en mayo de 2011 y su pago se efectuará en ocho cuotas iguales en los meses de mayo y septiembre durante los años 2011, 2012, 2013 y 2014. inversiones.
2013 En el año 2011 la Empresa causó y contabilizó $78.429 del impuesto al patrimonio y su sobretasa con Reserva ocasional Art. 130 de ET– Con el fin de dar cumplimiento al artículo 130 del Estatuto cargo a la cuenta cargos diferidos, en el 2013 pagó $19.607 correspondiente a las cuotas 5 y 6 Tributario por exceso de la depreciación fiscal deducible del impuesto de renta. amortizándolas con cargo al resultado del ejercicio, con lo cual el saldo de la cuenta por pagar al 31 de diciembre de 2013 es de $19.607 ($39.215 al 31 de diciembre 2012). Otras reservas ocasionales –La Empresa no ha distribuido como utilidades a favor de los accionistas las utilidades obtenidas por la diferencia en cambio (neta), las cuales se generan por (2) Impuesto de industria y comercio – La Empresa declara y paga el Impuesto de Industria y Comercio sobre sus ingresos a las tarifas del 1,104%, 0,966%, 0,414% en Bogotá, 0,6% en Mosquera, 0,8% en Cartagena y movimientos contables y no han sido realizadas como ganancias efectivas. Cúcuta, 0,4% en La Mesa y 1% en El Colegio, Funza, Soacha, Ubalá, Pasto 0,5%, Yaguará 0,8%, Altamira
Report Sustainability 1,0% y Mocoa 0,8%, Villavicencio 0.6%, Medellín, Popayán 0.8%. Circasia 1.0% y Cali 1.0%. Distribución de dividendos – De acuerdo a lo establecido en la Asamblea Ordinaria de Accionistas No. 064 del 21 de marzo de 2013, se aprobó el proyecto de distribución de (3) EEB obtuvo ingresos en Perú por concepto principalmente de dividendos y acuerdos de servicios, los
EEB dividendos del ejercicio comprendido entre el 1 de enero y el 31 de diciembre de 2012, por cuales son exentos de conformidad con la Decisión 578 - Régimen para evitar la doble tributación y
prevenir la evasión fiscal. valor de $8403.605. Financial Statements
20. PATRIMONIO DE LOS ACCIONISTAS 21. INGRESOS OPERACIONALES Capital – El capital autorizado es de 44.216.417.910 acciones de valor nominal de $53,60 cada Para los años terminados el 31 de diciembre de 2013 y 2012, los ingresos operacionales una, de las cuales 9.181.177.017 acciones estaban suscritas y pagadas al 31 de diciembre de ascienden a $102.361 y $102.685, respectivamente, correspondientes a los servicios facturados 2013 y 2012, distribuidas así: a XM Compañía Expertos en Mercados S.A. E.S.P., como administrador y liquidador de cuentas del Sistema de Transmisión Nacional, por el uso de líneas y redes de la Empresa para Número de transmisión de energía en Colombia. acciones % Al 31 de diciembre de 2013 se presentan otros ingresos de la unidad de negocio de transmisión Bogotá Distrito Capital $ 7.003.161.430 76,277382 por $3.312 ($2.204 al 31 de diciembre de 2012) correspondientes principalmente a Ecopetrol S.A. 631.098.000 6,873824 aprovechamientos, arrendamientos, honorarios, intereses, diferencia en cambio. Otros accionistas minoritarios 1.546.917.587 16,848794 22. COSTOS DE VENTAS $ 9.181.177.017 100,00 2013 2012
Prima en colocación de acciones – Generada principalmente por la emisión y colocación de Servicios personales $ 7.653 $ 6.254 acciones, realizada por la Empresa en el 2011. Generales 1.796 1.597 Depreciaciones 14.449 13.930 Revalorización del patrimonio – La revalorización del patrimonio no puede distribuirse como Amortizaciones 417 580 utilidades pero puede capitalizarse. Arrendamientos 129 54 Bienes y servicios 926 962 Reserva legal – De acuerdo con la ley colombiana, la Empresa debe transferir como mínimo el Contribuciones 10.274 10.283 10% de las utilidades del año a una reserva legal, hasta que ésta sea igual al 50% del capital Operación y mantenimiento 6.322 6.695 suscrito. Esta reserva no está disponible para ser distribuida, pero puede ser utilizada para Honorarios 2.354 1.956 absorber pérdidas. Servicios públicos 28 25 Reserva para rehabilitación, extensión y reposición de sistemas – Para efectos de que las Seguros 1.756 2.012 utilidades del ejercicio 1997 disfruten de la exención del impuesto sobre la renta del artículo Impuestos 1.162 978 211 del Estatuto Tributario, éstas fueron apropiadas como reserva para la rehabilitación, Seguridad y vigilancia 118 96 extensión y reposición de los sistemas para la prestación del servicio público domiciliario. $ 47.384 $ 45.422
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408 409
23. OTROS INGRESOS 2013 2012
2013 2012 (Menos) gastos asignados al negocio de transmisión (3) Honorarios $ 9.625 $ 12.106 (23.734) (8.239) 2013 Recuperaciones (1) 40.162 39.984 $ 98.696 $ 128.526 Utilidad en venta de activos fijos 1.925 1.067 Arrendamientos 4.641 4.734 (1) En 2013 y 2012 incluye los pagos realizados por concepto leasing de infraestructura firmado con Leasing Otros ingresos 1.078 194 Bancolombia S.A. cuyo objeto es la adquisición de las oficinas 901, 1001, 2 locales y 41 parqueaderos del edificio ubicado en la Carrera 9 N° 73 – 44, adecuaciones y adquisición de muebles con las siguientes $ 57.431 $ 58.085 condiciones:
Report Sustainability (1) En 2013 y 2012, incluye: Leasing Leasing Leasing adquisición de adquisición de Leasing adquisición de
EEB Recuperación gastos de emisión y colocación de bonos $ - $ 743 oficinas oficinas adecuaciones muebles
Recuperación compartibilidad pensional 1.013 2.580 Valor de los bienes Financial Statements $4.602 $10.468 $1.816 $876 Recuperación cuotas partes pensionales 2.180 2.152 adquiridos Recuperación de provisiones 35.743 34.251 DTF T.A. + 4,65 DTF T.A. + 3,75 DTF T.A. + 3,75 DTF T.A. + 3,75 Tasa de interés Otros 1.226 258 puntos puntos puntos puntos Plazo del contrato 144 meses 144 meses 144 meses 60 meses $ 40.162 $ 39.984 Periodicidad de pago Mensual Mensual Mensual Mensual Valor de la opción de $1.380 $3.140 $544 $88 adquisición En cumplimiento de lo ordenado por la Superintendencia de Servicios Públicos Domiciliarios y Porcentaje de la opción 30% 30% 30% 10% por la Comisión de Regulación de Energía y Gas (CREG), en enero de 2008 la Empresa Hasta la cuota 24, Hasta la cuota 24, implantó el sistema de costos basado en actividades que trata la Ley 142 de 1994. Los criterios Hasta la cuota 24, período de gracia en período de gracia en y factores de distribución fueron discutidos y aprobados en Comité de Presidencia con base en período de gracia pago de capital desde pago de capital desde en pago de capital la cuota 25 hasta la 96 un estudio preparado por la Vicepresidencia Financiera. la cuota 25 hasta la 96 Hasta la cuota 24, desde la cuota 25 se amortiza un 15% Amortización se amortiza un 15% de período de gracia en se inicia la de la obligación, 24. GASTOS DE ADMINISTRACIÓN la obligación, desde la pago de capital amortización desde la cuota 97 y cuota 97 y hasta la 144 Servicios personales $ 17.394 $ 15.022 periódica hasta la hasta la 144 se se amortiza un 55% de cuota 144. amortiza un 55% de la Contribuciones imputadas 5.359 3.604 la obligación Contribuciones efectivas 4.462 4.413 obligación Pagos realizados durante N/A Aportes sobre nómina 341 402 $1.407 millones N/A N/A 2013 Pensiones de jubilación (Ver Nota 18) 25.260 25.575 Cuotas partes pensionales 357 26.005 (2) En 2013 y 2012 incluye: Estudios y proyectos 2.371 3.241 Gravamen al movimiento financiero $ 672 $ 1.613 Comisiones, honorarios y servicios 14.158 10.179 Impuesto al patrimonio (Ver Nota 19) 19.607 19.607 Servicios públicos 268 313 Impuesto de industria y comercio 10.278 7.338 Impuesto predial 1.367 1.184 Arrendamientos (1) 1.805 2.140 Impuesto a las ventas no descontable 2.836 2.662 Publicidad y propaganda 2.818 3.793 Otros impuestos y contribuciones 1.227 348 Suscripciones y afiliaciones 299 276 Impuestos (2) 35.987 32.752 $ 35.987 $ 32.752 Vigilancia y seguridad 992 960 (3) En 2013 principalmente se asignaron $13.463 por concepto de ajuste a la provisión de propiedad planta y Comunicación y transporte 1.257 1.024 equipo de transmisión, como resultado del avaluó técnico realizado por Consultores Unidos S.A. en diciembre Mantenimiento, materiales y suministros 4.372 2.189 de 2013. Seguros 1.350 1.481 Otros gastos generales 3.580 3.396
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En cumplimiento de lo ordenado por la Superintendencia de Servicios Públicos Domiciliarios y 26. INGRESOS FINANCIEROS por la Comisión de Regulación de Energía y Gas (CREG), en enero de 2008 la Empresa 2013 2012 implantó el sistema de costos basado en actividades que trata la Ley 142 de 1994. Los criterios y factores de distribución fueron discutidos y aprobados en Comité de Presidencia con base en Dividendos (Ver nota 9) $ 808.629 $ 494.218 2013 un estudio preparado por la Vicepresidencia Financiera. Intereses de préstamos 44.925 40.889 Intereses sobre depósitos 497 9.519 Los gastos de administración (Ver nota 24) y los gastos por provisión, agotamiento, Rendimientos 14.870 26.545 depreciación y amortización (Ver nota 25) fueron redistribuidos a los siguientes centros de Prima reapertura del Bono 49 - costos: Valoración operaciones de cobertura 12.665 5.967 2013 2012 $ 881.635 $ 577.138 Report Sustainability Asociados al negocio regulado de transmisión:
EEB Transporte de Energía $ 23.734 $ 8.239 27. GASTOS FINANCIEROS
Actividades administrativas y financieras no Financial Statements Intereses (1) $ 89.483 $ 94.206 asociadas al negocio de transmisión 52.427 87.535 Comisiones 825 532
Financieros 221 227 76.161 95.774
$ 90.529 $ 94.965 Impuestos 35.987 32.752
Depreciaciones, amortizaciones y provisiones 13.087 14.227 (1) En 2013 y 2012, corresponde principalmente a los intereses pagados por los préstamos suscritos por la Empresa. $ 125.235 $ 142.753 28. CUENTAS DE ORDEN Deudoras de control: 25. PROVISION, AGOTAMIENTO, DEPRECIACION Y AMORTIZACIÓN Bienes entregados en garantía $ 57.287 $ 57.287 Depreciaciones $ 938 $ 991 Fiscales 856.335 862.042 Amortizaciones 7.695 8.397 Cuotas partes pensionales por cobrar 25.505 25.505 Provisión para protección de inversiones 3 19 Otras cuentas deudoras 1.016 1.012 Provisión para deudores 1.321 1.740 Provisión de Inventarios 208 - 940.143 945.846 Provisión propiedades planta y equipo (Ver Nota 8) 14.104 - Provisión para contingencias 2.281 3.080 Responsabilidades contingentes: Bienes entregados en garantía (1) 86.762 79.621 Total 26.550 14.227 86.762 79.621 Menos - Provisión propiedad planta y equipo Litigios o demandas: Asignada al negocio de transmisión (13.463) - Civiles 5.839 5.646 Laborales 830 2.221 $ 13.087 $ 14.227 Administrativas 7.757 7.758
14.426 15.625
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2013 2012 Financiera. En consecuencia, durante el tiempo citado, las bases fiscales de las partidas que se incluyan en las declaraciones tributarias continuarán inalteradas. Así mismo, las exigencias de Acreedoras de control: tratamientos contables para el reconocimiento de situaciones fiscales especiales perderán Contratos de servicios 343.498 145.862 vigencia a partir de la fecha de aplicación del nuevo marco regulatorio contable.
2013 Órdenes de compra 2.509 2.944 Aportes de capital 32.610 32.610 Capital proveniente de revalorización de patrimonio 459.501 459.501
838.118 640.917
Report Sustainability $ 1.879.449 $ 1.682.009
EEB (1) Al 31 de diciembre de 2013 las cuentas de orden derechos contingentes incluyen $86.762 ($79.621 a
diciembre de 2012) por el valor de la prenda sobre las acciones que tiene la Empresa en Red de Energía del Financial Statements Perú S.A., como garantía de obligaciones que tiene dicha compañía con entidades financieras.
29. REFORMA TRIBUTARIA Reforma tributaria - A continuación se resumen algunas modificaciones al régimen tributario colombiano para los años 2013 y siguientes, introducidas por la Ley 1607 del 26 de diciembre de 2012:
Impuesto sobre la renta y complementarios – Se modifica la tarifa sobre la renta gravable de las personas jurídicas al 25% a partir del 1 de enero de 2013.
Impuesto sobre la renta para la equidad CREE – Se crea a partir del 1 de enero de 2013 el impuesto sobre la renta para la equidad. Este impuesto se calcula con base a los ingresos brutos obtenidos menos los ingresos no constitutivos de renta, costos, deducciones, rentas exentas y ganancias ocasionales; a una tarifa del 8%. Para los años 2013, 2014 y 2015 la tarifa aplicable será del 9%.
Dentro de la depuración de la base para la liquidación del impuesto CREE no se permite la compensación de la renta del periodo gravable, con pérdidas fiscales o excesos de renta presuntiva de periodos anteriores.
Exoneración de aportes – Se exonera a las personas jurídicas declarantes del Impuesto a la Renta y Complementarios del pago de aportes parafiscales a favor del Servicio Nacional del Aprendizaje – SENA y de Instituto Colombiano de Bienestar Familiar – ICBF, correspondientes a los trabajadores que devenguen, individualmente considerados, hasta diez (10) salarios mínimos legales vigentes. Esta exoneración comienza a partir del momento en que se implemente el sistema de retenciones en la fuente para el recaudo del impuesto sobre la renta para la equidad CREE (y en todo caso antes del 1 de julio de 2013).
Normas contables – Se establece que únicamente para efectos tributarios las remisiones contenidas en las normas tributarias a las normas contables, continuarán vigentes durante los 4 años siguientes a la entrada en vigencia de las Normas Internacionales de Información
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414 415 416 EEB Sustainability Report 2013