Valorem Report 2018

Valorem achievements

• The strategic risk management system was implemented, which allows to identify and monitor risks that may hinder the fulfillment of the strategic objectives set. Likewise, this system facilitates the creation of action plans which allow to mitigate such risks, and to identify value generation opportunities from them.
• The socialization of the Sustainability Corporate Model and the results of its operation was carried out with key external players. These meetings allowed to validate the relevance of the five material matters of the model and to receive the necessary feedback to seek to generate value to all stakeholders.
• A benchmarking exercise of the organizations with the best sustainability practices, Best in Class, was made to identify tendencies, define the management approach for the next years and advance in the road map of the Group´s Sustainability Corporate Model.
• An analysis and prioritization exercise of Sustainable Development Goals, SDG´s, was initiated for each company in the portfolio.

Valorem achievements

• A new ethical line was implemented as an effective, confidential and anonymous channel, to make complaints or suspicions of any unethical, inappropriate behavior, or of any violation of the laws and principles of the Conduct Code, or of the compliance policies and standards, by any stakeholder.
• The new Self-control and Risk Management System for Asset Laundering and Terrorism Financing - SAGRLAFT was implemented, which establishes the norms and procedures to avoid that the activities and resources be used for illegal purposes.
• The legal committee made up of those responsible for the legal area of the companies was formed. This committee seeks to generate communication channels and cooperation spaces, as well as to sharing good practices of each company, and to become more efficient through the exchange of knowledge, skills and experiences.
• A document management tool was developed to make the contract procedures, the administration of societies and the administration of judicial processes more efficient.

Valorem achievements

• The company carried out the skills, leadership styles and organizational environment tests with a total of 35 people evaluated, which represents 70% of the population. The scope of the sample covered the levels: executive (president and vice-presidents), managerial and operational (coordinators and professionals).
• The Valorem Executive Committee received the consolidated reports of the tests from Korn Ferry/Hay Group, which allowed to evidence development opportunities per level.
• The people evaluated received the results and feedback of the aforementioned tests from the development consultants.

Valorem achievements

• The methodology to mature growth initiatives continued to be applied, which facilitates the structuring of new business units within the Group’s companies. The evaluation process for these projects ensures compliance with legal standards and allows a comprehensive analysis of corporate governance, environmental and social factors.

Applying this methodology, it was achieved:

• To develop two new business lines for Ditransa: Transporte Premium and the cargo handling platform in the city of Cartagena.
• The purchase by Refocosta of the company Eco-Energía S.A.S., in charge of supplying electric power to the municipality of Puerto Carreño. It is stipulated that in a period of two years this company may provide renewable energy from forest biomass.

Valorem achievements

• The Valorem corporate building maintained the Leed Platinum certification, optimizing the use of energy and water, and carrying out an adequate separation and use of waste.
• An environmental campaign was carried out for the purpose of sensitizing all employees to climate change and the importance of caring for the environment. This campaign had a special emphasis on waste management, teaching all employees how to improve their practices through the 5 R’s (Rethink, Reduce, Renew, Reuse, Recycle).
• 63% of the waste generated in the corporate offices was recovered. Organic waste was used to make compost for the gardens and inorganic waste was delivered to a partner company to carry out the recycling process.