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
Source: Company information.
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
Source: Company information.
(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
Firm contract for 20 years
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
Firm contract for 8 years
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
Firm contract for 8 years
Third electricity generator in Colombia
57% controlled by the Colombian government
Ratings: Baa3/BBB- foreign ; AA+ local
Firm contract for 8 years
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
Strong and consistent financial performance
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
Strong and consistent financial performance
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$750 million Senior Unsecured Notes due 2022. Subordinated debt stands for intercompany loan with EEB.
Total senior net debt / EBITDA Interest coverage (1)
Sub Debt: 370mm (30%)
Senior Debt: 750 mm (60%)
Hedges M2M:
119 mm ( 10%)
3.7 3.3 3.4
2.7 2.4 2.2
2008 2009 2010 2011 2012 LTMMar 13
6.5 5.6 5.4
4.9 4.2 4.1
2008 2009 2010 2011 2012 LTMMar 13
2.0 2.0 2.1 2.5
4.0
4.8
2008 2009 2010 2011 2012 LTMMar 13
3. Sizeable expansion projects are well underway
Sizeable expansion projects are well underway
Source: Company information.
Cusiana Apiay San Fernando
La Sabana compression
plant Sabana I (SRT)
TGI has additional projects to be implemented in the coming years, which are fully financed
New cities
New pipelines
TGI pipelines
TGI pipelines
Casa
máquinas
Cuarto
contro
l Variadores
de
velocidad
Potencia
eléctrica
Oficina
s
Venteo Key highlights:
Historically the Apiay region has had a notable oil and gas
development
• There are a substantial number of oil extraction facilities that
operate with gas and whose energy requirements are
estimated to increase in the future
The project consists in the construction of a 150 km 20” loop
between Cusiana and Apiay and a new 50 km 10” pipeline from
Apiay to the San Fernando generation facilities.
Will increase capacity by approximately 70 mmscfd at an estimated
cost of US$ 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
− Estimated cost of US$ 6 million
• Boyacá Central: a 45 km 4” and 2” pipeline
− Serving several small cities in Boyacá
− Estimated cost of US$ 8 million
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
http://www.tgi.com.co
http://www.grupoenergiadebogota.com.co
Santiago Pardo de la Concha
CFO
+57 (7) 6320002 - ext 2110
Rafael Andrés Salamanca Rodriguez
Investor Relations Office
+57 (1) 3268000 – ext1675
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
Natural gas reserves
City (population)
References
1.19 tcf Center
2.49 tcf North
3.36 tcf
Eastern
Producers: Chevron Ecopetrol
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: Chevron Ecopetrol
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
Natural gas reserves
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
Source: Company information.
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
Source: Company information.
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
Experienced management team with solid track record in the sector
TGI is led by an experienced and seasoned management team
30 Source: Company information.
Officer Key highlights Years of relevant experience
Experienced management team with solid track record in the sector
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.
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