Strategic framework

At Celsia, we innovatively anticipate risks, turning them into profitable, innovative, respectful and responsible growth opportunities for our clients and Stakeholders.

Integrated Report 2020 / Strategic framework

This chapter covers the topics:

Strategy

Risk

management

Cybersecurity

Information

privacy

Introduction

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(102-2) (102-4) (102-6) At Celsia, we are passionate about renewable energies and energy efficiency. We generate and transmit energy with renewable sources (water, sun and wind), with thermal support, and we want to contribute to the progress of all the countries where we operate. A fundamental process to give the best, grow together and comply with our value proposition is permanent two-way communication with all our Stakeholders. In this sense, during 2020 we strived to maintain contact through different channels to respond to your expectations in a timely manner.

Celsia PermaneC: This is our understanding of sustainability, with which we seek to adapt to changes in order to grow and remain over time. This has led us to be one of the leading companies in the sector and to be included in the Dow Jones Sustainability Index, which evaluates companies on environmental, social and economic issues. Celsia was ranked number 12 among 100 companies in the energy sector globally.

Thanks to our Comprehensive Risk-Management System, we anticipate Risk Events and mitigate their impacts, thus reducing uncertainty in decision making.

In 2020 we executed

83 workshops

in which we deepened

the identification, analysis and

quantification of different types of risks.

The exponential digitization of the economy and industrial processes makes information security one of the most critical risks to manage. We have a Security Strategy that covers information security, cybersecurity and protection of personal data: this allows us to deliver the electric-power service reliably and safely.

In 2020, we reached 100% implementation of the Security Operations Center and ran numerous vulnerability analyses, which allowed us to react more quickly. Also, we attended and managed all the requests associated with personal-data management and protection.

How did we respond to COVID-19?

Noteworthy is that in 2020, we managed to maintain the continuity of our operation during the situation generated by the COVID-19 pandemic, guaranteeing the health and safety of our employees and contractors.

Not only did we maintain the operation, but we also started different projects: the San Andrés de Cuerquia Small Hydroelectric Plant (PCH, in Spanish) (19.9 MW), Celsia Solar El Carmelo (9.9 MW), Celsia Solar Espinal (9.9 MW), as well as others that are part of Resolution 015 of 2018 to improve the quality of service in the Departments of Tolima and Valle del Cauca, in Colombia.

Strategy

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Who we are

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(102-7) A Grupo Argos Company, passionate about renewable energies and energy efficiency. We are convinced that a more-sustainable world is possible. We generate and transmit efficient energy from renewable sources (water, sun and wind), with thermal backup. In addition, we have found new ways to advise our clients with advanced, innovative solutions for their homes or businesses to connect and enjoy all the benefits of the new energy era.

This is how we create value

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(102-2) We Currently serve more than 1,100,000 clients in 39 municipalities in Valle del Cauca, 47 in Tolima and one in Chocó (San José del Palmar) with conventional energy products, and another 2,000 clients with new products, such as:

Business Model

This is how we create value; we give the best energy to our clients and we interact with other Stakeholders.

Celsia PermaneC: Our vision of sustainability

We understand sustainability as the change to grow and remain over time. We innovatively anticipate risks, turning them into profitable, respectful and responsible growth opportunities for our clients and other Stakeholders.

We evolve to meet the challenges of the industry and create value:

Providing exceptional service to our clients and offering them a portfolio that allows them to be efficient in their energy consumption.

Delivering reliable, responsible energy.

Innovating and finding new ways of doing things, through a differentiating internal culture.

Executing projects beyond compliance.

Contributing to society and the conservation of ecosystems.

Being transparent.

Our Stakeholders

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(102-40) (102-42) (102-43) At Celsia, the transparent relationship with each of our Stakeholders has allowed us to maintain a permanent dialogue, within a framework of mutual trust and the generation of shared value between them and us:

Shareholders and investors

Employees

The Media

Suppliers

The Government

Clients

Associations and guilds

The scientific and academic community

Non-governmental organizations

Communities

We are aware that receiving, managing and attending their suggestions, comments and expectations helps us in our purpose of being a company that remains over time. Therefore, we highlight the main results of the relationship with them.

Main results

Shareholders and investors

Our investors are always informed. On a quarterly basis, we deliver Company results through “Conference Calls,” where we include the Environmental, Social and Governance (ESG) indicator report and an analytics dashboard so they can monitor, analyze and understand the variations in the Company’s economic, social and environmental results.

Employees

Celsia employees have the best energy, which is why we propose permanent spaces for wellness activities to contribute to the care of their physical and mental health, take advantage of free time and generate moments of relaxation for them and their families. The monthly talks with our leader Ricardo Sierra are inspiring.

Clients

We expand the Scope of non-face-to-face channels to be closer to our clients in a pandemic year. We doubled the number of telephone-service agents and provided solutions to their communication, relationship, billing, energy subsidies and payment-relief needs during the contingency.

Associations and guilds

We participated with associations and guilds in the review of fundamental bills to identify opportunities and regulatory difficulties for the development of new energy-generation projects and to achieve the transformation of the sector in the countries where we are present.

Suppliers

We maintained a permanent channel of contact with our suppliers through talks and virtual meetings, among which we highlighted the closing of commercial accompaniment, wellness sessions, conversations around sustainability and spaces to talk about the value of changes and transformations in life.

The Media

We are aware of the value of the media in society, so we provide them with timely information, guidance, and support with training workshops. In 2020 there were no restrictions to feel close to their management and work, even virtuality opened new possibilities for us.

(102-44) To know in detail the topics and frequency of engagement with our Stakeholders, click here

Material issues

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(102-46) Our materiality analysis conducted in 2018 is still valid. Below, we detail the key issues for the permanence of our business over time and how we carry out the process of identifying and prioritizing them:

Economic growth

Business diversification

Client experience

Our people

Management of energy resources

Conservation of ecosystems and contribution to society

Celsia’s materiality-analysis process

(102-47) Our materiality analysis conducted in 2018 is still valid. Below, we detail the key issues for the permanence of our business over time and how we carry out the process of identifying and prioritizing them:

Investigate the environment

Dialogue with Stakeholders

Prioritize

Validate

Communicate and give feedback

Alignment of the strategy with the global sustainability agenda

We are committed to the summons of the United Nations (UN) to achieve sustainable development by 2030. Therefore, we have prioritized seven Sustainable Development Goals (SDGs), based on our understanding of the positive and negative impacts that we generate prioritization exercises carried out.

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Comprehensive Risk-Management System (CRMS) (SGIR, in Spanish)
A systematic application of policies, procedures and practices for the identification, analysis, evaluation, treatment, follow-up and review of risk, communication and monitoring. It comprises four pillars: Governance, Process, Risk Culture and Technology.
Cyber attack
Attempt to expose, alter, destabilize, destroy a computer asset, or access it without authorization.
Cybersecurity by design
Introduces agile security controls that can adapt to changing digital environments; this is based on an understanding of the landscape of threats to people, scalability and speed.
ESG
Environmental, Social and Corporate Governance.
ESG criteria
Attributes that measure Environmental, Social and Corporate-Governance performance that organizations manage. These criteria provide Stakeholders with a comprehensive look at the company in addition to financial indicators.
Ethical hacking
Tests carried out on networks by people with knowledge of computer science and security to find vulnerabilities, then report them and take corrective measures.
Information security / Cybersecurity
Protection of computer infrastructure and everything related to it, especially information.
Intelligent Electronic Devices (IEDs)
Electronic-regulation equipment embedded in electrical systems and used in switches, transformers, among other.
Level of maturity
An evolutionary plateau towards the achievement of a mature software process. Each level of maturity provides a layer in the base for continuous process improvement.
Materiality
The environmental, social and economic issues, the management of which will be decisive for the Company in the coming years.
MEGA
Large and Ambitious Goal (Meta Grande y Ambiciosa) that provides strategic guidelines to the Organization.
Social-engineering campaigns
Campaigns that seek to sensitize employee against the manipulations used to gain access to information improperly.
Stakeholders
Groups of people, internal to the Organization or third parties, with whom we maintain various relationships, depending on the type of relationship. We welcome their suggestions and manage their expectations, which is critical to meeting our strategy.
Sustainable Development Goals (SDGs)
The United Nations (UN) Agenda to achieve a sustainable-development model. The 17 goals are interrelated and incorporate the global challenges that we face every day, such as poverty, inequality, climate, environmental degradation, prosperity peace and justice, among others.

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ENERGY FOR LIFE