TGI 1Q Results

May 2013

TGI 1Q Results

2

Table of contents

1. TGI Overview, History

2. Financial and operating highlights

3. Sizeable expansion projects are well underway

4. Questions and Answers

Appendix

1. EEB Overview

2. Economic, industry and regulatory environment

3. Shareholders and management team

1. TGI Overview and History

4

TGI Overview

Stable and growing Colombian economy with sound investment environment

Constructive and stable regulatory framework

Largest natural gas pipeline system in Colombia

Stable and predictable cash flow generation, strongly indexed to the US Dollar

Strong and consistent financial performance

Experienced management team with solid track record in the sector

Expertise, financial strength and support of shareholders

Natural monopoly in a regulated environment

Strategically located pipeline network

Company history

5

TGI history Pipeline network

Natural gas reserves

City (population)

References

Highlights

Source: Company information and ANH.

1.19 tcf Center

2.49 tcf North

3.36 tcf

Eastern

Producers: Chevron Ecopetrol

Producers: Ecopetrol & Equion

South

Valledupar (350k)

Currumaní (27k)

Bucaramanga (1.1mm)

Bogota (7.9mm)

Neiva (477k)

Cali (2.7mm)

Pereira (682k)

Manizales (430k)

Medellin (3.3mm)

0.02 tcf

Pipeline owned by TGI Pipeline owned by a third party

References

BOMT

Owns ~57% of the national pipeline network (3,957 km) and transports 46% of the gas consumed in the country

− Serves ~70% of Colombia’s population, reaching the most populated areas (Bogota, Cali, Medellin, Bucaramanga and the coffee region and Piedemonte Llanero, among others)

− Has access to the two main production regions, La Guajira and Cusiana/Cupiagua

25% interest in Contugas (Peru)

− 30-year concession for natural gas transportation and distribution

TGI was created as a result of the privatization of Ecogás and has experienced remarkable growth since then, under

the leadership of its controlling shareholders, EEB and CVCI

Creation of Ecogas

1997

2005

Alienation of Ecogas assets

2006

Ecogás awarded to EEB

2007

Creation of TGI and bond issuance

Transfer of 1st BOMT (GBS) and pipelines exchange with Promigas

Transfer of 2nd BOMT (Centragas) and CVCI capitalization

Cusiana expansion phase I begins operations

Subordinated debt is refinanced.

2009

2008

TGI assumes the O&M of owned pipelines

2012

Refinancing of 2007 Bond issue

Cusiana expansion phase II begins operations (3Q)

TGI assumes the O&M of Compressor stations.

Moody´s and Fitch give investment grade rating to TGI

2011

2010

Source: Company information.

Villavicencio (384k)

Ballena expansion begins Operations

TGI-Transcogas merger

6

Key update

Since 2H 2011, TGI designed a strategy to improve its credit ratings in order to (i) reduce financial

expenses, (ii) provide better access to debt capital markets and (iii) broaden its potential investor

base

This is TGI’s third investment grade rating (Moody’s rated TGI Baa3 in March 2012 and Fitch on

November 2012)

These ratings reflect TGI´s improving financial results, its stable and predictable cash flow

generation, the conclusion of its expansion projects, and the constant improvement in its credit

metrics

TGI’s current ratings are as follows:

Baa3 Stable Outlook

BBB- Stable Outlook

BBB- Stable Outlook

Standard & Poor´s upgraded TGI’s credit rating to BBB- on May 6, 2013

2. Financial and operating highlights

8

Solid operational performance


Network length

(km)

Capacity

(mmscfd)

Firm Contracted Capacity

(mmscfd)

Transported Volume Gas Losses Load factor

(mmscfd) (%) (%)

3,702

3,529

3,774 3,774

3,957 3,957

2008 2009 2010 2011 2012 20131Q

478 478 548

618

730 730

2008 2009 2010 2011 2012 20131Q

427 437 485

560 604 622

2008 2009 2010 2011 2012 20131Q

371

396

422 420 422 426

2008 2009 2010 2011 2012 20131Q

0.1%

0.2%

0.6% 0.5% 0.5%

0.4%

2008 2009 2010 2011 2012 20131Q

66% 69% 71%

58% 59% 59%

2008 2009 2010 2011 2012 2013 1Q

9

Source: UPME and Company information. (1) As of December 31, 2012. (2) Most of the 14% transported by “Others” is natural gas transported by TGI through the TGI Pipeline System to other pipeline systems.

TGI is the largest natural gas transportation company in the country

− Holds 46%(2) market share in the Colombian natural gas transportation sector and owns ~57% of the pipeline network

TGI’s extensive pipeline network (3,957 km) allows the Company to take advantage of new business opportunities and participate in expansion projects in different regions

Other industry participants face high barriers of entry to access TGI’s gas transportation market in a cost-efficient manner

TGI initiated expansion plans outside Colombia by acquiring a 25% stake in Contugas (Peru)

− 30-year natural gas distribution concession

− Expected to begin operations in 2H 2013 – 1H 2014.

Natural gas transportation market share (1)

Natural gas transported volume (1)

(mmscfd)

(% of natural gas transported volume)

Largest natural gas pipeline system in Colombia

TGI has a dominant market position, holding a natural monopoly with high barriers of entry

Source: Natural gas transportation companies’ Electronic Bulletin of Operations

Source: Natural gas transportation companies’ Electronic Bulletin of Operations

TGI 46%

Promigas 40%

OTHERS 14%

425.2 369.8

41.3 42.1 28.9 12.0 6.2

10

Stable and predictable cash flow generation

TGI’s revenues are highly predictable, with approximately 94% coming from regulated tariffs that are reviewed every 5 years, ensuring cash flow stability and attractive rates of return

Main sectors served by the Company present stable consumption patterns (no seasonality)

The Company enjoys excellent contract quality

− 100% of TGI’s contracts are firm contracts with an average life of 8,7 years

− 82% of regulated revenues are fixed tariffs, not dependent on transported volume (expected to increase with the new regulatory scheme)

− Approximately 74%(1) of EBITDA denominated in US Dollars

Key financial data - ebitda Revenues breakdown

(US$ in millions – LTM average exchange rate) (% of revenues)

Source: Company information. (1) TGI calculations

TGI’s revenues are highly predictable as a result of regulated tariffs and stable consumption

Source: TGI as of Dec. 31- 2012

196 198

224

261

293 309

2008 2009 2010 2011 2012 LTM Mar 13

Ecopetrol 16%

Gas Natural

25%

Gases de Occidente

18%

EPM 11%

Isagen 7%

Others 23%

By Client

Distributor 61%

Refinery 10%

Thermal 14%

Traders 6%

Vehicle 8%

Others 1%

By Sector

11

77% of revenues from top tier clients with solid credit ratings, all raised to investment grade in tandem with sovereign rating

With a robust customer base

11


(1) Residential users refer to the number of residencies served, not the population, which would be approximately five times

larger.

Main gas producer in Colombia

Publicly traded company controlled by the Colombian government

Strong corporate governance

Ratings: Baa2/BBB foreign; AAA local

Firm contract for 8 years

Main gas distributor in Colombia

Controlled by Spanish gasNatural Fenosa; EEB holds 25% of the

company’s shares

Ratings: AAA local


Gas distributor in the Southwest region of Colombia

Private company controlled by Promigas with dominant presence in

the state of Valle del Cauca

Ratings: AAA local


Main electricity generator in Colombia and gas distributor in the

Northwest region of the country

Controlled by the City of Medellin

Ratings: Baa3/BBB foreign; AAA local


Third electricity generator in Colombia

57% controlled by the Colombian government

Ratings: Baa3/BBB- foreign ; AA+ local


TGI’s main clients Main clients served

Refineries

Thermal generators

Trading

Residential (2.4mm users) (1)

Small businesses.

Industries

Natural Gas for Vehicles

Residential (914k users) (1)

Industries

Natural Gas for Vehicles

Residential (720k users) (1)

Thermal generation

Thermal generation

Trading

0

100.000

200.000

300.000

400.000

500.000

600.000

700.000

800.000

abr-

13

no

v-1

3

jun

-14

ene

-15

ago

-15

mar

-16

oct

-16

may

-17

dic

-17

jul-

18

feb

-19

sep

-19

abr-

20

no

v-2

0

jun

-21

ene

-22

ago

-22

mar

-23

oct

-23

may

-24

dic

-24

OTROS

GASES DE OCCIDENTE

ISAGEN

EPM

ECOPETROL

GAS NATURAL

12

And long term firm contracts

Source: Company information. (1) Includes 37 clients.

TGI’s capacity is covered by firm contracts (average life of 8.7 years) with top-tier clients

(1)

OTHERS (1)

In 2008, the Company contracted its capacity on a long term basis, with most of the contracts maturing 2021

TGI has in place a commercial strategy to ensure a timely rollover of the contracts

Retail distributors (regulated users), including Gas Natural, Gases de Occidente, EPM are forced by regulation to have their gas transport needs under firm contracts

13


Revenues EBITDA and EBITDA margin

Funds from operations (1)

(US$ in millions – average exchange rate for each period)

Source: Company information. Note: Ratios calculated in local currency.

Historical Capex

(1)FFO calculated as net income plus depreciation, amortization and provisions, adjusted for effect from exchange rate and hedges.

(US$ in millions – average exchange rate for each period)

(US$ in millions – average exchange rate for each period) (US$ in millions – average exchange rate for each period)

240 253

295

339

391 413

2008 2009 2010 2011 2012 LTM Mar13

14 69

174

387

185

5

2008 2009 2010 2011 2012 LTM Mar13

84 96 108 117 133

215

2008 2009 2010 2011 2012 LTM Mar13

196 198 224

261 293

309

81.7% 78.2% 76.2% 76.8% 75.0% 74.9%

2008 2009 2010 2011 2012 LTM Mar 13

14


Total debt / EBITDA

Financial debt breakdown (2)

Subordination Agreement

The lender is EEB (major shareholder)

No repayment of principal allowed before payment of senior debt

Interest can only be paid if there is no default or event of default and if the payment does not trigger any such scenario

Subordinated debt acceleration is not allowed until senior debt is not repaid

Source: Company information. Total debt includes senior debt, subordinated debt and mark-to-market. Note: Ratios calculated in local currency. (1) Interest coverage ratio calculated as EBITDA / Net interest (2) Senior debt stands for the US$750 million Senior Unsecured Notes due 2022. Subordinated debt stands for intercompany loan with EEB.

Total senior net debt / EBITDA Interest coverage (1)

Sub Debt: 370mm (30%)

Senior Debt: 750 mm (60%)

Hedges M2M:

119 mm ( 10%)

3.7 3.3 3.4

2.7 2.4 2.2

2008 2009 2010 2011 2012 LTMMar 13

6.5 5.6 5.4

4.9 4.2 4.1

2008 2009 2010 2011 2012 LTMMar 13

2.0 2.0 2.1 2.5

4.0

4.8

2008 2009 2010 2011 2012 LTMMar 13

3. Sizeable expansion projects are well underway

Sizeable expansion projects are well underway


Cusiana Apiay San Fernando

La Sabana compression

plant Sabana I (SRT)

TGI has additional projects to be implemented in the coming years, which are fully financed

New cities

New pipelines

TGI pipelines

TGI pipelines

Casa

máquinas

Cuarto

contro

l Variadores

de

velocidad

Potencia

eléctrica

Oficina

s

Venteo Key highlights:

Historically the Apiay region has had a notable oil and gas

development

• There are a substantial number of oil extraction facilities that

operate with gas and whose energy requirements are

estimated to increase in the future

The project consists in the construction of a 150 km 20” loop

between Cusiana and Apiay and a new 50 km 10” pipeline from

Apiay to the San Fernando generation facilities.

Will increase capacity by approximately 70 mmscfd at an estimated

cost of US$ 244 million (+/-20%)

Client is Ecopetrol

Engineering and environmental studies underway

MOU signed with Ecopetrol on 2012.

Transportation contract negotiation in process

Expected commercial operation start date: 2015

Key highlights:

La Sabana compression plant is the solution to the needed

expansion of the transportation system serving Bogotá and its

surrounding area

The project consists in the construction of a compression station

that will increase the transportation capacity from 143 to 215

mmscfd

The cost of the station will be approximately US$ 53 million

The compression equipment will use the MOPICO technology,

for environmental reasons

Land already acquired

The MOPICO compressors are being manufactured.

EPC contractor should be selected in june 2013.

Site works are expected to begin at the 2H 2013. The station is

expected to begin operations during 2014

Key highlights:

Several small projects to increase the natural gas coverage near

Bogotá are underway, these projects include:

• Cundi Suroccidental: a 90 km pipeline, with diameters of 6’’, 3”

and 2”

− Serving several small cities southwest of Bogotá

− Estimated cost of US$ 21 million

• Cundi Noroccidental: a 19 km 4” pipeline serving the city of Pacho


• Boyacá Central: a 45 km 4” and 2” pipeline

− Serving several small cities in Boyacá


Tariffs issued by CREG didn't fully remunerate TGI´s expected

investment

TGI is working with CREG to resolve this issue

Project development is currently on hold

However, if TGI’s investments are not fully remunarted we won’t

execute the expansions

4. Questions and Answers

18

Investor Relations

For more information about TGI contact our Investor Relations team:

Sergio Andrés Hernández Acosta

Finance Director

+57 (7) 6320002 - ext. 2450

[email protected]

http://www.tgi.com.co

http://www.grupoenergiadebogota.com.co

Santiago Pardo de la Concha

CFO

+57 (7) 6320002 - ext 2110

[email protected]

Rafael Andrés Salamanca Rodriguez

Investor Relations Office

+57 (1) 3268000 – ext1675

[email protected]

http://www.tgi.com.co/

http://www.tgi.com.co/

http://www.grupoenergiadebogota.com.co/

Appendix 1 – EEB Overview

20

EEB Strategy and Overview

Strategy

Transportation and distribution of energy.

Key facts

Regional leader in the energy sector; major player in the entire

electricity and natural gas value chains (except E&P).

Operations in Colombia, Peru, and Guatemala.

More than 100 years’ experience in the sector; founded in 1896.

Largest stockholder is the District of Bogota - 76.2%.

Stock listed on the Colombia stock exchange; EEB adheres to global

standards of corporate governance.

The EEB Group is one of the biggest issuers of equity and debt in

Colombia.

Focus on

natural

monopolies

Ample access

to capital

markets

Ambitious

projects in

execution

Growth in

controlled

subsidiaries

Sound

regulatory

framework

Experienced

management

and partners

68.1%

25%

15.6%

Electricity

Transmission

40% 40%

1.8%

98.4%

Generation

51.5% *

2.5%

Distribution

51.5% *

16.2%

51%

82%

Distribution Transportation

Natural Gas

75%

60%

100%

99.94%

*EEB is not the controlling

shareholder and is a party to

signed shareholder

agreements.

40%

25%

68.1%

Appendix 2 – Economic and industry

environment

9 10 11 11 14 15 15

21 24

25 28

32

37 39

36%

40% 38%

34%

26% 25%

22% 19%

23% 22% 23% 22%

0%

5%

10%

15%

20%

25%

30%

35%

40%

-

5

10

15

20

25

30

35

40

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 20131Q

International reserves

Debt as % of GDP

Source: Banco de la República, DNP, MINHACIENDA., Bloomberg

5-year CDS Foreign currency reserves

Real GDP growth and inflation Foreign direct investment (US$ in billions) (% growth)

(%) (US$ in billions)

Stable and growing Colombian economy with sound investment environment

Despite the recent global economic slowdown, Colombia has experienced positive economic growth and an increase in industrial activity, supported by a steady flow of investment

3%

2% 3%

4% 5%

5%

7% 7%

4%

2%

4%

7%

4% 4%

9%

8% 7%

6% 6%

5% 4%

6%

8%

2% 3%

4%

2% 3%

0%

2%

4%

6%

8%

10%

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013[e]

Real GDP growth Inflation

2.4 2.5 2.1 1.7 3.0

10.3

6.7

9.0 10.6

7.1 6.8

13.4

15.8

-

3.0

6.0

9.0

12.0

15.0

18.0

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

0

200

400

600

800

Strong growth of Colombia’s natural gas sector

Source: UPME and Concentra.

Highlights

The natural gas industry in Colombia remained virtually undeveloped until the mid 1970s, when significant discoveries of natural gas reserves in the Guajira basin were made

− Since then, the Colombian government has launched several initiatives to promote development in the sector

Natural gas demand has experienced significant growth, reaching an estimated of 848 mmscfd in 2012, as a result of the following factors:

− Substitution of natural gas from other more expensive and less environment-friendly fossil fuels

− Significant growth in many industrial segments of the Colombian economy

− Significant growth of the country’s overall population and GDP

More than 6,5 million residential households, 400,000 vehicles and a great portion of the national industries are served with natural gas

It is expected that local demand for natural gas will continue to increase at an average annual rate of about 5.9% until 2016

− Main growth expected to come from the refinery, vehicle, residential and thermoelectric sector.

− Central Colombia (TGI’s region) is less “gassified” than the Atlantic Coast, with higher growth opportunities in the interior of the country

Natural gas demand Dec 2012 E

Demand by sector Dec 2012 E

Expected demand growth by sector (Base 2012 E)

(mmscfd)

The consumption of natural gas as a fuel source has experienced a significant increase and is expected to continue growing over the coming years

(% of total demand)

(2012-2016 growth)

CAGR: 05-12: 4,2% CAGR: 12-16: 4,5%

637 695 731 723 810 860 783 848 931 1012

2005 2006 2007 2008 2009 2010 2011 2012 2013 2016

Petrochemical 2%

Industrial - Refinery

42%

Residential 23%

GNV 8%

Thermoelectric 25%

3.1%

-0.2% 0.4%

2.8%

10.5%

20.9%

Thermoelectric Petrochemical Industrial Residential GNV Refinery

Energy Sources Dec 2010 E

Other 3%

Coal 11%

Natural Gas 24%

Hydroelectric

12% Wood 6%

Oil 44%

3.7 4.4 4.7 5.4 5.5 7,0

3.3 2.0 3.7 1.7 1.2

7.5 7.3

2005 2006 2007 2008 2009 2010 2011 2012

Proven Probable + Posible Total

Vast reserves of natural gas

Source: ANH - Latest Company Information Available. (1) 2012 Reserves shown as a total . To the date the ANH has not yet published the Proved and Probable reserves ratios. (2) Natural Gas reserves and Production by Región are Estimated. Production: Concentra

Natural gas reserves location


City (population)

References

1.19 tcf Center

2.49 tcf North

3.36 tcf

Eastern


Producers: Ecopetrol Equion

South

Valledupar (350k)

Currumaní (27k)

Cucuta (804k)

Bucaramanga (1.1mm)

Bogota (7.9mm)

Neiva (477k)

Cali (2.7mm)

Pereira (682k)

Manizales (430k)

Medellin (3.3mm)

0.02 tcf

Total natural gas reserves growth(1)

Natural gas reserves and production by region E(2)

Average production: 1,158 mmscfd (Dec 2012)

North35%

East48%

Others17%

Total reserves (Dec 2011) : 6.6 tcf

(tcf)

2010 total natural gas reserves of 7.1 tcf (5.4 tcf proven and 1.7 tcf unproven)

Reserves / production ratio of 18 years

Colombia has vast natural gas reserves, which have been growing through increasing exploration activity since the initial discovery in the Guajira basin in the mid 1970s

Although total natural gas reserves (proven, probable and possible) decreased in 2011, proved reserves increased by 1.1% in that year

The majority of natural gas reserves are located in the East region of Colombia (Cusiana basin), although North basin (Chuchupa / Ballena) accounts for most of the current production

Barranquilla (1.3mm)

Sta. Marta (431k)

Cartagena (890k)

Ballena 54%

Cusiana - cupiagua

27%

La Creciente

5%

Others 14%

CAGR: 12 -16 Coast: 7.8% Interior: 1,8%

200

300

400

500

600

MM

SC

FD

Coast Interior

0.0

2.0

4.0

6.0

2006 2007 2008 2009 2010 2011 2012Millio

n U

sers

Coast Interior

Strategically located pipeline network

Source: Upme, MME, Concentra Latest Company Information Available

TGI pipeline network

(users)

TGI’s pipeline network ensures natural gas demand by reaching Colombia’s major urban and industrial centers and guarantees supply through its position close to large gas reserves

TGI’s pipeline network is connected to the two largest production centers in the country, which provides reliability to the system

Total natural gas demand evolution by region

Total natural gas demand evolution by region E

1.19 tcf Center

2.49 tcf North

3.36 tcf

Eastern


Producers: Ecopetrol Equión South

Valledupar (350k)

Currumaní (27k)

Cucuta (804k)

Bucaramanga (1.1mm)

Bogota (7.9mm)

Neiva (477k)

Cali (2.7mm)

Pereira (682k)

Manizales (430k)

Medellin (3.3mm)

0.02 tcf


City (population)

References

Pipeline owned by TGI

Pipeline owned by a third party

References

BOMT

TGI pipeline network(1)

(users)

Residential natural gas users evolution by region

(mmscfd)

CAGR 06-12: Interior: 8.5%; Coast: 5.2%

CAGR: 05-12 Coast: 1.7% Interior: 6.4%

(1) Reserves information to 2010..

Total natural gas demand evolution by region E

(mmscfd)

410 359 346

463 492 512

155 205 186

0

300

600

900

2010 2011 2012

GB

TU

D

Coast Mainland Others Exports

1084 1046 1081

Regulatory framework established to attract private sector investment

Law 142 (1994) establishes system of open entry to the natural gas transportation sector − No term limitation for the provision

of the service − Assets used in the provision of the

service are not owned by the state but by the company providing such service

CREG required by law to seek input from market participants

CREG is an independent regulatory body that controls natural gas regulation − Sets tariffs, promotes competition

and monitors quality of service

Tariff calculation based on the principle of financial feasibility and economic efficiency

Tariffs are set in order to allow the service provider to: − Recover operational costs and

investments − Obtain a return on investment

comparable to what an efficient company would obtain in a sector of similar risk

Cost recovery, attractive regulated return on investment and protection against inflation

Transporters are given full recovery of operating and maintenance expenses − Adjusted by Colombian Price

Index (CPI) Dollar indexation of investment

remuneration tariff Different rates of return applied

when determining fixed and variable charges

Constructive and stable regulatory framework


The Colombian gas transportation regulatory framework was established to attract private sector investment and provide adequate cost recovery and regulated returns

Appendix 3 - Shareholders and management team

(68.05% of TGI)

28


Leading energy holding company with interests across the electricity and natural gas sectors in Colombia, Peru and Guatemala

Founded in 1896 and controlled by the City of Bogota (with a 76.28% ownership stake)

Participates in the electricity and natural gas sectors through controlling and non-controlling investments

− Controlling investments in electricity transmission (Energia de Bogota and Trecsa), electricity distribution (EEC), natural gas transportation (TGI) and natural gas distribution (Contugas and Calidda)

− Non-controlling investments in electricity transmission (REP Peru, CTM Peru and Isa), electricity generation (Emgesa and Isagen), electricity districution (Codensa and Electrificadora del Meta), natural gas transportation (Promigas) and natural gas distribution (gasNatural Fenosa)

US$ 723,5 Million EBITDA (2012) and US$ 8,3 Billion assets (2012)

Leading private equity in emerging markets focused on companies with compelling growth prospects across India, China, Asia Pacific, Emerging Europe, Africa and Latin America

Founded in 2001

Focused on Latin America, Asia, Emerging Europe and other regions with strong growth potential

Participates in companies covering a broad range of industries in high-growth sectors and markets

CVCI currently manages over U.S.$7 billion in equity investments and committed capital

Contributes know-how and financial discipline to TGI

(31.92% of TGI)

Shareholders agreement between EEB and CVCI

− Board of Directors comprised of 7 members (5 elected by EEB and 2 elected by CVCI)

• Key corporate decisions require approval from at least 6 Directors (dividend policy, international expansion, new business lines, indebtedness, business plan, transfer or sale of assets > US$ 150 million and investments)

− CVCI has the right to propose 3 possible candidates for CFO (EEB makes the final decision) and to elect TGI’s controller

− 3 committees: compensation committee, operating committee and auditing committee

Transparent corporate governance

Expertise, financial strength and support of shareholders

EEB and CVCI provide an optimal combination of operating expertise and financial support to TGI

29 Source: Company information.

Ricardo Roa

Barragán CEO

20 Mechanical Engineering degree from the Universidad Nacional and post-graduate degree in

Engineering management systems from the Pontificia Universidad Javeriana.

Over 20 years of experience in the private and public sectors, including experience as

Energy Business Manager of organizacion Ardila Lulle, CEO of Poliobras S.A. ESP,

Marketing and Trading Manager and CEO of Electrificadora de Santander S.A. ESP (ESSA),

Energy and Gas Sectorial Secretary of The National Association of Utilities (ANDESCO) and

Advisor of the Colombia’s Superintendency of Domestic Public Services (Superintendencia

de Servicios Públicos Domiciliarios).

CEO of TGI since March 2012

Santiago Pardo Vice-President of

Finance

20 Degree in Economics from Universidad de los Andes and MBA from Cornell University

Over 20 years of experience in international finance and banking, former Managing Director

(Infrastructure and Energy) of Abacus Capital, Project Finance Director of Reficar and

Director of Infrastructure and Energy Finance for Citi

Vice-President of Finance since August 2011

Jorge A. Pineda

Sánchez Vice-President of

Operations

20 Civil Engineering degree from the Universidad Industrial de Santander; specialization in Gas

Distribution Engineering from the Institute of Gas Technology of Illinois and MSc. in

Engineering and Construction Management from the Universidad de los Andes

Over 20 years of experience, including 12 years in gasNatural Fenosa as Gas Supply, Tariffs

and Regulation Manager; Cost Control Engineer for Control de Proyectos; Design Engineer

for Consultoría Colombiana and extensive experience as an independent consultant in

utilities and public services affairs

Became Vice-President of Operations of TGI in February 2008, and Deputy CEO between

09/08 and 06/09

Officer Key highlights Years of relevant experience


TGI is led by an experienced and seasoned management team

30 Source: Company information.

Officer Key highlights Years of relevant experience


TGI is led by an experienced and seasoned management team

Carlos Toledo Vice-President for

Administration and

Public Relations

7 Degree in Law from the Universidad UNICIENCIA.

Degree in Electrical Engineering and specialization in telecommunications from Universidad

Industrial de Santander Master’s degree in Applied Political Studies from FIIAPP.

Master in Social Cohesion from Universidad de Mendez Pelayo, España.

Over 7 years serving the public and private sectors, including experience as IT manager of

the Bucaramanga´s Health institute , CEO of TELNETCO, and as advisor of the Santander

Department Government .

Vice-President for Administration and Public Relations since May 2012.

David Riaño Manager of

Regulatory Affairs

18 Electrical Engineering degree from Universidad de la Salle.

Masters of Industrial Engineering from Universidad de los Andes.

Masters of Economics from Pontificia Universidad Javeriana.

Postgraduate Specialization in Management of Engineering Projects from Universidad de la

Salle.

Over 18 years of experience in technical and economic regulation of the gas and electricity

sector. Worked as Executive Vice President of Colombian Electricity Generators Association,

Superintendent for Energy and Gas at the Office of the Superintendent of Public Services,

and Advisor to the Energy and Gas Regulatory Commission (CREG).

Regulatory Affairs Manager of TGI since March 2013.

Disclaimer

This presentation contains statements that are forward-looking within the meaning of Section 27A of the Securities Act of 1933, as amended (the “Securities Act”), and Section 21E of the Securities Exchange Act of 1934, as amended. Such forward-looking statements are only predictions and are not guarantees of future performance. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements include, among other things, statements concerning the potential exposure of TGI, its consolidated subsidiaries and related companies to market risks and statements expressing management’ expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as “anticipate”, “believe”, “could”, “estimate”, “expect”, “intend”, “may”, “plan”, “objectives”, ”outlook”, “probably”, “project”, “will”, “seek”, “target”, “risks”, “goals”, “should” and similar terms and phrases. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Although TGI believes that the expectations and assumptions reflected in such forward-looking statements are reasonable based on information currently available to TGI’s management, such expectations and assumptions are necessarily speculative and subject to substantial uncertainty, and as a result, TGI cannot guarantee future results or events. TGI does not undertake any obligation to update any forward-looking statement or other information to reflect events or circumstances occurring after the date of this presentation or to reflect the occurrence of unanticipated events.

TGI 1Q Results

Documents

Transcript of TGI 1Q Results