INVESTORS REPORT - GEB...As of year-end, the average transported volume through TGI’s infrastructure was 494 mmcfd (14.0 MM3D), which represents a market share of 50.5% of the transported

INVESTORS REPORT

IV QUARTER 2016

Bogota, D.C., March 9th, 2017

Investors Report IV Quarter 2016

1 Financing & Investors Relations Office, Telephone: +57(1) 3268000 ext. 1675 / 1827

E-mail:[email protected] www.grupoenergiadebogota.com/inversionistas

Bogota, D.C., March 9th

, 2017

TABLE OF CONTENT

INVESTORS REPORT ...................................................................................................................................... 0

1. Executive summary and highlights ............................................................................................................ 2

1.1. Natural Gas market in Colombia .................................................................................................... 2

1.2. Summary of Financial Results TGI 2016 ........................................................................................ 2

1.3. Highlights .......................................................................................................................................... 3

1.4. TGI’s Strategy ................................................................................................................................... 3

2. Commercial performance ........................................................................................................................... 4

2.1. Sales by sector ................................................................................................................................. 4

2.2. Contractual structure ....................................................................................................................... 6

3. Financial performance ................................................................................................................................ 7

3.1. Financial Results .............................................................................................................................. 7

3.2. Debt metrics ..................................................................................................................................... 9

4. Operational performance ......................................................................................................................... 10

5. Capital Investment ................................................................................................................................... 11

6. Annexes ................................................................................................................................................... 12

Annex 1: Legal Notice and Clarifications ................................................................................................ 12

Annex 2: Link to Consolidated Financial Statements 2016: ................................................................. 12

Annex 3: Outlook of Holding Company – EEB ....................................................................................... 12

Annex 4: TGI’s Overview ........................................................................................................................... 13

Annex 5: Terms and definitions ............................................................................................................... 13

Annex 6: Footnotes to Tables ................................................................................................................... 14

Annex 7: Financial Results Statement and EBITDA ............................................................................... 16

Annex 8: Financial Information of TGI’s Main Clients ............................................................................ 17




1. Executive summary and highlights 1.1. Natural Gas market in Colombia

Table N° 1 – Natural gas demand in Colombia

Demand (GBTUD) 4Q 16 4Q 15 Var. % 2016 2015 Var. %

Thermal 207.2 364.3 -43.1% 272.2 330.2 -17.6%

Residential – commercial 182.5 181.9 0.3% 160.9 184.5 -12.7%

Industrial – refineries 468.1 415.5 12.7% 450.0 401.1 12.2%

Vehicle 71.6 87.1 -17.9% 80.2 91.0 -11.9%

Petrochemical 18.2 13.3 37.0% 13.4 17.9 -25.3%

Others 36.6 24.6 48.4% 29.4 24.5 20.0%

Domestic Demand 984.2 1,086.7 -9.4% 1,006.0 1,049.0 -4.1%

Export - - - 75.0 -100.0%

Total 984.2 1,086.7 -9.4% 1,006.0 1,124.1 -10.5%

Source: Concentra

During 2016, the natural gas market showed a decrease in its total demand by 10.5% compared to year

2015. Demand in the past two years –2015 and 2014– showed a 6.0% decrease. In 2016, the main cause

that determined the downward trend was the thermoelectric sector. Which consumption decreased by 17.6%

for the full year 2016 period, as well as a 43.1% decrease by the end of the 4Q. Because by the last

quarters of 2015 and beginning of 2016 El Niño phenomenon conditions remained strong, which is why the

thermal power generators demand was higher compared to the last 2016 quarters, where the thermal power

consumption decreased because of the end of the aforementioned phenomenon. In addition, natural gas

exports were suspended in 2016, contributing to a decrease in total demand. It should be noted that

domestic demand decreased by 4.1% during 2016.

1.2. Summary of Financial Results TGI 2016

The company adopted in 2015 the International Financial Reporting Standards (IFRS) in compliance with the

schedules set by the Colombian Government for the convergence of these standards. As a result of the

corresponding analysis (IAS 21), the company adopted the American Dollar (USD) as its functional currency

for its financial statements. However, the Colombian regulation also requires the presentation of financial

statements expressed in the Presentation Currency –the Colombian Peso (COP).

This report presents the 2016-2015 comparative financial statements following the International Financial

Reporting Standards (IFRS), the figures of which are subject to the approval of the Shareholders’ Meeting in

March 2017.

Table Nº 2 – TGI Selected indicators

2016 2015 Var %

Operating revenue – USD Mm 432.9 439.1 -1.4%

Operating profit - USD Mm 262.6 271.9 -3.4%

EBITDA YTD - USD Mm 355.1 361.1 -1.7%

Net Profit - USD Mm 111.2 44.9 147.7%

Transported volume - Mm cfd 494.4 522.6 -5.4%

Firm Contracted capacity - Mm cfd 673.0 672.0 0.1%

Firm Contracted capacity – Mm3d 19.1 19.0 0.1%

Latest international credit ratings: S&P - Sep. 16: Fitch - Sep. 16:

Moody’s – Jun. 15:

BBB-, Stable BBB, Stable Baa3, Stable




Operating revenue as of 2016 showed a decrease of 1.4% compared to the immediately preceding year,

which was mainly due to lower volumes of transported gas (-5.4%) vs the same period in the previous

year, resulting from fewer dispatch by thermoelectric plants in the interior of the country, during the

second half of 2016, after El Niño phenomenon.

Operating profit decreased by 3.4% compared to 2015, due to a decrease in operating revenue and to

an increase in operating cost and expense, which amounted taken together to 1.7%.

The company’s net profit reached USD 111.2 MM, which represents an increase of USD 66.3 MM

compared to the closing in 2015, caused by greater income from exchange difference and by an

expense reduction in the deferred tax provision.1.

1.3. Highlights

The current methodology for the calculation of the WACC rate for tariffs in electricity distribution and

transmission activities and for natural gas transportation and distribution activities was issued through

Resolution CREG 095 of 2015, which was issued for comments, A methodological proposal for the

remuneration of the natural gas transport activity. To date this proposal is under review by the regulator

and according to its agenda, the final methodology would be issued during the first quarter of 2017.

Moody’s Ratings and Fitch Ratings ratified the corporate credit rating for TGI in local and foreign

currencies, holding the Investment Grade Rating, stable outlook. On the other hand, Standard & Poor’s

ratified the corporate debt and issuer ratings as BBB-, improving perspective from negative to stable,

aligning the TGI outlook with its parent company, EEB. Thus, TGI continued to hold in 2016 an

investment grade rating by the three major international credit rating agencies.

Second package of completion of the regulatory useful life: Considering the completion of the regulatory

useful life period according to the provisions of the CREG Resolution, for 18 gas pipelines composing the

TGI’s transportation system. The Board of Directors approved the decision to invest in pipelines

according to the useful regulatory life parameters, as follows: in Los Llanos Orientales area one (1) gas

pipeline will be replaced, while four (4) will be replaced in Southern Bolivar and maintenance investments

will be made in the remaining 13 gas pipelines to continue with their operations. Capex for these projects

has an approximate value of USD 56.4 Mm (USD 16.8 Mm for replacement with 5 new gas pipelines,

and USD 39.6 Mm from Capex for maintenance of the remaining 13 gas pipelines).

As of year-end, the average transported volume through TGI’s infrastructure was 494 mmcfd (14.0

MM3D), which represents a market share of 50.5% of the transported volume during 2016.

1.4. TGI’s Strategy

Grupo Energía de Bogotá (GEB) has redesigned its corporate strategy with the purpose of becoming

consolidated as one of the leading groups in the energy chain across the region, and one of the few

companies that combine electric power and natural gas operations. Thus, the proposed redesign is focused

on the adoption of a corporate intervention and explicit and transparent governance model with regard to its

shareholders, as well as on the reconfiguration of its portfolio helping GEB focus and concentrate all of its

actions on the three Strategic Business Groups as follows: Urban Energy Solutions; Interconnection for

Market Development; and Low Emission Generation.

1 Income tax decreased in 2016 compared to the same period in the previous year, because of a reduction in the deferred tax

provision.




In line with this reconfiguration of the Group, and considering that the Interconnection for Market

Development business consists in getting sources connected to large consumption centers, with TGI being

part thereof, TGI has created a new business strategy to follow the guidelines defined in this GEB’s new

strategy in the context of its Strategic Business Group: Interconnection for Market Development. Thus, the

company will, upon evolution of its current operation, focus its strategy from the demand perspective

reconfiguring itself within five strategically different businesses, to wit:

Large Cities: with the purpose of increasing the natural gas uses and consumption in large cities

together with distributors, laying particular emphasis on mobility.

Generators: position natural gas as the major non-renewable generation source through in-depth

knowledge of the generators’ needs.

Industries: provide industries with access to primary and secondary energy sources that will help

them be more competitive.

Midstream to producers: meet the infrastructure needs of hydrocarbon producers to connect

production to the market.

Shared Energy Infrastructure: effectively and reliably operate the current infrastructure while

developing new projects for the 4 businesses, looking to expand the company towards other

markets.

With this corporate strategy, TGI redirects its business for the creation and provision of midstream

solutions to large users, producers and energy market developers, to connect energy sources to

consumption centers, keeping the focus on long-term relationships and businesses as well as capital

intensive businesses. This strategy will help achieve the company’s strong and profitable growth in

Colombia and Latin America, which maximizes long-term dividends for shareholders.

2. Commercial performance

2.1. Sales by sector

In 2016, the distribution sector –which includes residential, commercial consumption, small industries and

certain vehicles– continues to be the major revenue generator for the company, with a 64% share. The

thermal sector showed an increased in the first semester, mostly translated into further requirements at the

beginning of the year when El Niño phenomenon required the maximum potential of its transportation system,

which was satisfied by TGI ensuring the required gas supply for the country. After this meteorological

phenomenon concluded, the thermal supply generation requirements were reduced for lower revenue this

year than 2015. TGI’s direct sales to vehicular distributors increased, from 3% to 7% compared to the 2015

closing. This growth in vehicular consumption was due to the fact that companies in the sector have

encouraged the gasoline-natural gas vehicle conversion, just like TGI has done by granting a subsidy per

converted vehicle in areas of influence such Bogota, Medellin and in the west region of the country.




Graph Nº 1 – Revenues by Sector

The main clients’ share in sales did not see any relevant changes during 2016, so Gas Natural, Gases de

Occidente, Ecopetrol, EPM and Isagen remain as TGI’s largest clients, reaching a 77% share in the

company’s operating revenue.

Graph Nº 2 – Revenues by Client

Graph Nº 3 – Delinquency Ratio

See footnotes in annex 6




Collection activities in connection with the permanently developed portfolio helped reach a delinquency rate

of 0.016% over invoiced income during the past twelve months. There is a margin increase in the rate

compared to the same period in the previous year, although in general terms it is still significantly low, without

causing any relevant impacts on the company’s cash flow.

2.2. Contractual structure

The main sectors served by TGI hold stable consumption levels, only with a multiannual seasonal variation

derived from El Niño phenomenon. 100% of TGI’s contracts are final and have been agreed upon following a

charge ration: 90% fixed and 10% variable, so that only about 10% of TGI’s remaining revenue from gas

transportation income are affected by fluctuations in natural gas demand. By year-end, the company’s total

final contracted capacity rose up to 673 Mmcfd (19 MM3D), which corresponds to 92% of the available

capacity.

Table N° 3 – Contractual structure

2016 2015

Type of contract

No. Contracted

capacity (MMSCFD)

Remaining term (average in

years) No.

Contracted capacity

(MMSCFD)

Remaining term (average in years)

Take-or-Pay (1)

1,152 673.0 8.60 1,422 672.0 9.51


Graph Nº 4 – TGI Contractual Lifespan

During 2016, 37 natural gas transportation agreements terminated upon expiration. However, this demand is

being satisfied through new agreements or through other agreements with the same party. Besides, to date

there are 1,169 final natural gas transportation agreements, with 388 corresponding to transportation

agreements regarding the expansion projects proposed by the company (Cusiana – Apiay Ocoa Project: 108,

Cusiana pHase III: 171 and Cusiana Phase IV: 109). It is to keep in mind that the increase in the number of

agreements compared to the same previous period is explained by the regulatory changes that rules the

company (CREG Resolution 089-2013), under which the parties should contract each stretch in the system

and with standard capacities for each stretch.





3. Financial performance

3.1. Financial Results

By the 2016 closing, operating revenue rose up to USD 432.9 MM, decreasing by USD 6.2 MM (-1.4%)

compared to figures seen in 2015. As regards TGI’s revenue from natural gas transportation services, 86.4%

resulted from fixed charges set in the final agreements; 2.8% of revenue correspond to non-regulated

income; and 10.8% of revenue correspond to variable charges.

Table N° 4 - Revenues Structure

USD Mm Variation Share

2016 2015 USD % 2016 2015

Operating Revenue 432.9 439.1 (6.2) -1.4%

By currency

Revenues linked to USD (1) 292.1 295.9 (3.8) -1.3% 67.5% 67.4%

Revenues in COP (1) 140.8 143.2 (2.4) -1.7% 32.5% 32.6%

By type of charge

Capacity and AO&M charges (2) 374.0 381.5 (7.5) -2.0% 86.4% 86.9%

Variable charges (3) 46.7 46.4 0.3 0.7% 10.8% 10.6%

Complementary services (4) 12.2 11.3 0.9 8.0% 2.8% 2.6%


The current rate scheme compensates the AOM investment and charges, expressed in American Dollars

(USD) and in Colombian Pesos (COP), respectively. Revenues expressed in American Dollars showed a

decrease of 1.3% compared to 2015 and represent to date 67.5% of TGI’s total revenues. In turn, revenues

expressed in Colombian Pesos show a 1.7% decrease compared to the same period in the previous year, as

a result of the average exchange rate for the closing months of the year 2016, which is greater than the one

seen in year 2015 (Colombian Peso devaluation between both years).

Graph Nº 5 – Revenues by currency

As of the 2016 closing, fixed charges compensating the investment and expressed in American Dollars rose

up to USD 249.9 MM, compared to the closing date of 2015 with USD 250.8 MM, which represents a 0.4%

decrease. The average contracted capacity in 2016 corresponded to 673 Mmcfd vs 2015 with 672 Mmcfd, i.e.

a 0.1% increase. In turn, income compensating the administrative, operating and maintenance and AO&M

expense and expressed in Colombian Pesos finished 2016 at USD 128.7 MM, 3.2% less compared to 2015

with USD 132.9 MM.




These revenues decreased mainly as a result of the above explained with respect to the average exchange

rate at the end of each month of the year. Given that for which reason when re-expressing the charges for

AO&M to dollars, a decrease compared to 2015 is shown2.

In relation to variable charges, even if the transported volume decreased by 5.4% compared to transported

volume in 2015, these charges increase by 0.7% going from USD 46.4 MM in 2015 to USD 46.7 MM in 2016.

Because a high volume of gas was transported during the first quarter of 2016 due to the effect of El Niño

phenomenon, as well as to the recognition of income in the amount of USD 4.7 MM corresponding to the

award in a dispute with a party. In turn, income from complementary services saw an increase in 2016 of

USD 0.9 MM (+8.0%), vs 2015, caused by services such as short-term parking and collection of gas loss,

among others, which were broadly demanded during the first months of 2016.

Graph Nº 6 – Revenues by charges type

Table N° 5 – Financial Results 2016 3

USD Million Var COP Million Var

2016 2015 USD % 2016 2015 COP %

Operating Revenue 432.9 439.1 (6.2) -1.4% 1,316,145 1,215,232 100,913 8.3%

Operating costs and expenses

(169.1) (166.3) (2.8) 1.7%

(505,822) (451,835) -53,987 11.9%

Others Revenues/(Expenses)

(1.2) (0.9) (0.3) 31.0%

1,359 (2,650) 4,009 -151.3%

Operating Profit 262.6 271.9 (9.3) -3.4% 811,683 760,747 50,935 6.7%

Operating Margin % 60.7% 61.9% 62% 63%

EBITDA 355.1 361.1 (6.0) -1.7% 1,082,857 998,702 84,155 8.4%

EBITDA Margin% 82.0% 82.2% 82.3% 82.2%

Profit/(Loss) Non Operational Net

(72.9) (63.7) (9.2) 14.5%

(211,117) (185,343) (25,775) 13.9%

Foreign Exchange 16.9 (43.6) 60.5 -138.7% 51,507 (119,580) 171,087 -143.1%

Income Tax (59.2) (6.1) (53.1) 869.8% (189,875) (16,347) (173,529) 1061.5%

Deferred Tax (IFRS) (36.1) (113.6) 77.5 -68.2% (110,272) (311,713) 201,440 -64.6%

Net Profit 111.2 44.9 66.3 147.7% 351,925 127,766 224,159 175.4%

On the other hand, operating costs and expenses together increased by 1.7% at the end of 2016, mainly due

to an increase in maintenance and repair costs, integrity and maintenance of the right of way, and costs of

goods and services, especially the fuel gas for compressors and for balance sheet operations with producers.

However, there were for the same period lower personnel costs and overhead expenses, which contributed

2 The average exchange rate by the end of the month in 2016 was COP 3,040.59 per dollar, while in 2015 it corresponded to COP 2.771,54 per

dollar –an increase of 9.7% 3 TGI’S functional currency is the American Dollar. In addition, information is expressed in the Presentation Currency (Colombian Peso-COP). For

information purposes, figures contained in the income statement expressed in USD are converted into COP at the Representative Exchange Rate

(TRM) as at the date such items are accounted for.




to lower growth in these items. Therefore, operating profit as of the closing date in 2016 stood at USD 262.6

MM, which represented a 3.4% decrease compared to the previous year.

The non-operating results for the period showed greater expenses in the amount of USD 9.2 MM, compared

to the same period in 2015, which was mainly due to greater financial expenses because of debt received

from merger with IELAH, the balance of which at the merger time in May 2016 was USD 219.7 MM. On

September 11, 2016, TGI made another prepayment for USD 35 MM against IELAH’s syndicated loan, which

is why balance as of December 2016 was USD 184 MM.

On the other hand, given that during the year 2016 the Colombian peso revalued 4.7% against the dollar, at

the end of the year an exchange rate difference income was generated of USD 16.9 million, while in the

previous year there was a 32% devaluation and the exchange rate difference generated an expense of USD

43.6 million.

As for the income tax, in 2016 the provision for ordinary income was settled, since the determination of this

tax is still carried out in local currency and the revaluation of the Colombian peso generated a significant

fiscal profit due to exchange difference. On the other hand, the deferred tax provision decreased substantially

compared to the value for the year 2015, due to the effect of the devaluation of the Colombian peso.

As a result of the foregoing, net profit as of the 2016 closing shows an increase in the amount of USD 66.3

MM compared to net profit in 2015, closing this year at USD 111.2 MM4.

It is to note that figures contained in the income statement expressed in the presentation currency

(Colombian Pesos) show significant increases in contrast to the functional currency (American Dollar)5.

Significant increases are highlighted for operating revenue (8.3%) and operating results (6.7%) and EBITDA

(8.3%) with the presentation currency.

3.2. Debt metrics

Table Nº 6- Debt Indicators

2016 2015 Units

Senior Net Debt (1) / EBITDA LTM (2) OM: < 4,8

2.1 1.7 Times

EBITDA LTM (2) / Interest LTM (3) OM: > 1,7 5.2 6.1 Times Debt Structure Amount Currency Coupon(%) Maturity Senior – international bonds (4) 750 USD Mm 5.700% 20-mar-2022 Subordinated Intercompany (5) 370 USD Mm 6.125% 21-dec-2022 Syndicated Loan 184 USD Mm Libor 6M + 2.25% 11-sep-2019

See footnotes in annex 6 | * As of December 2015

Table Nº 7 – Metrics breakdown

USD Thousands

2016 2015

EBITDA LTM 355,063 361,053

Total debt 1,047,323 868,635

Cash and temporary investments6 294,210 257,997

Net Debt 753,113 610,638

Interest LTM (1) 68,282 59,130

See footnotes in annex 6 |

4 For further details on the income statement, please see annex 7

5 Historic rate is the actual exchange rate at the time transactions are completed

6 It includes short-term loans with related parties and associates.




The company continues to comply with the provisions of 2022 Note Indenture over the net debt indicator to

Ebitda. It is to keep in mind that this covenant is currently suspended because of the investment grade rating

by 3 major credit rating agencies. The coupon reduction achieved in 2012 upon the debt management

operation in connection with the international bonds and the EBITDA UDM growth have allowed for broad

compliance with these metrics.

The company’s board of directors approved in a meeting held in August 2016 the granting of intercompany

loans to EEB for COP 400,000 MM, by which at 2016 closing, one (1) of them being granted to date in the

amount of COP 186,000 MM, in the total approved coupon.

4. Operational performance

TGI continues to be a natural gas transportation market leader in Colombia, holding 54% of infrastructure in

kilometers and 50.5% in volume. As of the end of 2016, the total transported volume through the national

system showed significant variations, with averages lower than seen in 2015 mostly due to lower

consumption in thermal generation.

Table Nº 9 - Selected operational indicators

2016 2015 Var %

Total capacity – mm cfd (1) 733.8 733.8

Transported volume – mm cfd (2) 494.4 522.6 -5.4%

Firm contracted capacity – mm cfd (3) 673.0 672.0 0.1%

Load factor - % (4) 56.1 66.9 -16.0%

Availability - % (5) 99.9 100.0 -0.1%

Losses - % (6)* 0.14 0.59 -76.3%

Gas pipeline length – Km 3,957.0 3,957.0


As of the end of 2016, the final contracted capacity maintains levels similar to levels presented in the

previous period, due to the company’s commercial management to find new agreements. Likewise, the

system expansions during the past years and its operational enhancement have contributed to an increase in

the transport capacity. Finally, the system loss remains below the maximum level of 1% accepted by the

regulation.

Table Nº 8 -Volume by transporter - Mmcfd

2016 Part. % 2015 Part. %

TGI 494.4 50.5% 522.7 52.1%

Promigas 334.6 34.2% 327.2 32.6%

Others* 149.6 15.3% 152.7 15.2%

Total 978.6 100.0% 1,002.6 100.0%

Source: Concentra

* Industries directly connected to transport




Table Nº 10 – TGI Total capacity by section 2016

By tranche - Mmcfd Transport Capacity Transported Volume Average

Ballena – Barrancabermeja 260.0 94.0

Mariquita – Gualanday 15.0 15.8

Gualanday – Neiva 11.0 9.6

Cusiana – Porvenir 392.0 336.4

Cusiana – Apiay 33.0 30.4

Apiay – Usme 17.8 3.0

Morichal – Yopal 5.0 4.9

Sur de Bolívar N.A. 0.3

TOTAL 733.8 494.4

Additionally, TGI holds a 32.24% interest in Contugas –a Peruvian company– while the remaining 67.76% is

held by EEB. This company is the awardee of a concession with the Peruvian State for the operation and

maintenance of a 291 km pipeline transportation network with a capacity of 350 Mmcfd plus 1,023 km in the

distribution network in Southern Peru –department of Ica. TGI is responsible for the technical operational

supervision of this pipeline.

5. Capital Investment

Table Nº 11 - Capex USD Million

2016 2015

Investment (1) 7.8 22.1

Maintenance (2) 4.1 2.7


Table Nº 12 – Status of expansion projects in Colombia – 3Q 2016

Description Capex

(USD mm)

Enhancing

Compression

(Mmcfd)

Execution

(%)

Coming of

stream

Cusiana Phase III

Enhancement compression capacity

by means of supplying and starting

up three new units.

31.0 20 72.3% 3Q 17

Cusiana – Apiay - Ocoa

The project will increase transport

capacity of the gas pipeline Cusiana

– Apiay by 32 Mcfd and the Apiay –

Ocoa branch by 7 Mcfd.

48.0 39 22.0% 4Q 17

Loop Armenia Construction of the Loop Armenia of

28 Km in 8” 24.3 8.7 31.0% 2Q 17

Cusiana Phase IV

Transport enhancement capacity in

the Cusiana-Vasconia gas pipeline:

I. 43 Mmcfd for the stretch Cusiana -

Vasconia with the construction of a

49.6 Km loop in 24”

II. 17 Mmcfd for the stretch Puente

Guillermo - Vasconia, by means of

the enhancement of Puente

Guillermo Compressor Station.

78.0 43 0%

I. Cusiana -

Vasconia 4Q

2018

II. Puente

Guillermo –

Vasconia 3Q

2017

Replacement and Maintenance Regulatory –

18 gas pipelines of the TGI system

complete their useful regulatory life

spam.

TGI decided to substitute (5)

stretches and continue operating the

other thirteen (13)

57.0 N.A. 0% 2018 - 19




6. Annexes

Annex 1: Legal Notice and Clarifications

This document contains words such as “anticipate”, “believe”, “expect”, “estimate” and others which meaning

is similar. Any historic information, including, but without limiting to that referring to the Company’s financial

situation, its business strategy, its plans and management objectives, relates to forecasts.

Forecasts in this report were made under assumptions related to the economic, competitive, regulatory and

operational environment of the business and took into account risks beyond the Company’s control.

Forecasts are uncertain and they may not materialize. One may also expect that unexpected events or

circumstances occur. As a result of the foregoing, actual results may differ significantly from forecasts

herein contained. Accordingly, forecasts in this report must not be considered as true facts. Potential

investors must not take forecasts or assumptions in this report, neither should they base their investment

decisions upon them.

The Company expressly waives any obligation or commitment to distribute updates or reviews of any of the

forecasts herein contained.

Company’s past performance may not be considered as a pattern for future performance.

Clarifications to the report

As of 2015, TGI’s functional currency is the USD. All figures in the statement of results of 2014 and 2015

appearing in USD are converted to COP at the TRM at the date in which the different line items are

accounted for.

Only for information purposes, we have converted Capex figures in this report to its USD equivalent using

the end of period representative rate as published by the Colombian Financial Superintendence.

Exchange rates used are as follows:

TRM as of December 31st 2015: 3,149.47

TRM as of December 31st 2016: 3,000.71

In the figures, a comma is used (,) to separate thousand and a full stop (.) is used to separate decimals.

EBITDA is not an acknowledged indicator under accounting standards in Colombia or the United States,

and may show some difficulties as an analytical tool. Therefore, it should not be taken into account in

an isolated manner as a company cash flow indicator.

EBITDA for the period was calculated taking operational profit (or loss), plus amortization of intangibles

and depreciation of fixed assets for said period.

Annex 2: Link to Consolidated Financial Statements 2016:

http://www.grupoenergiadebogota.com/inversionistas/estados-financieros

Annex 3: Outlook of Holding Company – EEB

EEB is an integrated company in the energy sector with operations in Colombia, Peru and Guatemala;

The Company was founded in 1896 and controlled by the District of Bogota – 76.2%. Due to the fact

that EEB’s share is listed in the Colombian public market, it abides by international standards of

corporate governance.

http://www.grupoenergiadebogota.com/inversionistas/estados-financieros




EEB has in place an expansion strategy focused on transport and distribution of electric power in

Colombia and other countries within the American region.

EEB participates in the entire power value chain and in almost the entire value chain for natural gas; it

does not participate in E&P activities for this hydrocarbon.

Grupo EB is among the most important corporate debt issuers in international capital markets. In

October 2007, EEB and TGI conducted a corporate bond issuance in the 144A market, which amounted

to US$ 1.36 billion in 2012, TGI conducted a debt management operation to reduce coupon rate by 380

bps and extend debt term by five additional years.

As of 2009, EEB’s share is traded in the Colombian stock market.

Annex 4: TGI’s Overview

(1) EEB through direct or indirect holding. (2) EEB through the acquired SPV GEBBRAS on August 21, 2015 for ~ USD158 mm, 51% of shareholding in 4

transmission concessions.

TGI is a key player in EEB’s growth strategy, it is the largest natural gas transport company in Colombia

and operates a natural monopoly in a sector with high growth potential and which development is of

special interest to the National Government. TGI is the only natural gas transport in Colombia

connecting main supply sources - Guajira and Cusiana – with main consumption centers.

TGI is subject to regulations from the Ministry of Mines and Energy and CREG. CREG defines the

maximum rates that TGI may charge its uses based on financial viability and economic efficiency

principles. The rate scheme is designed so investor may receive adequate return on investment and

recover cooperation and maintenance costs. Part of the rate that provides the return on investments is

expressed in the COP/US$ exchange rate, providing the company with natural hedging vis-à-vis its

obligations in foreign currency.

Almost all company sales are supported in in-firm and long-term contracts entered into with sound

companies operating in Colombia.

In 2013, TGI completed the most ambitious expansion plan of natural gas infrastructure in Colombia:

the enhancement of the Guajira and Cusiana gas pipelines, which cost amounted to US$650 million. TGI has a stock of 32.24% in the Peruvian company ConTUgas – the remaining 67.76% is property of

EEB-. This company has been awarded the concession to build the natural gas transport and distribution

network in the south of Peru – Ica department, estimated cost amounted to US$ 346 million. ConTUgas

began full commercial operation of the project on 30 April 2014.

Annex 5: Terms and definitions

ANH: Agencia Nacional de Hidrocarburos, National Hydrocarbons Agency. Colombian entity responsible of defining hydrocarbon related policies.




BR: Banco de la República. Colombian Central Bank, responsible for monetary and exchange rate policies in the country.

Bln or bln: Billion of US$. Factor 109

BOMT: Build, Operate, Maintain and Transfer Contract.

COP / COP: Colombian pesos.

CREG: Comisión de Regulación de Energía y Gas de Colombia – Colombian Energy and Gas Regulatory Commission. State owned agency in charge of regulating electric power and natural gas household utilities in Colombia.

Cuota de Fomento – Development Quota: Relates to resources Ecogas collected from users to carry out new natural gas infrastructure projects.

DANE: Departamento Administrativo Nacional de Estadística. National Administrative Department of Statistics. Is the entity in charge of planning, surveying, processing, analyzing and disclosing official statistics in Colombia.

DNP: Departamento Nacional de Planeación – National Planning Department. Entity in charge of Economic Planning in the country.

EEB: Empresa de Energía de Bogotá. Holding shareholder of TGI.

GNV: Gas natural vehicular – Vehicle natural gas.

GPC: Giga cubic feet. Factor 109

IED: Foreign direct investment.

IPC: Colombian consumer price index.

Km: Kilometers

MEM: Peruvian Ministry of Energy and Mines.

Mi: US miles.

Mm/mm: million

Mlm / Mlm: trillion

PBS: Basic points, equivalent to 0.01%

Pcd or pcd: cubic feet per day.

SF: Superintendencia Financiera. Financial Superintendence. State agency in charge of regulation, oversight and control of the Colombian financial sector.

TGI: Transportadora de Gas del Internacional

Tpc / tpc: Tera cubic feet. Factor 1012

TRM: Tasa representativa del mercado – Market Representative Rate; is an average of prices in which peso-dollar transactions are traded, calculated on a daily basis by the SF.

R/P: Reserves production ratio

UDM: Last twelve months

UPME: State entity in charge of planning in the mines and energy sectors in Colombia.

USD: US$

Annex 6: Footnotes to Tables

Footnote delinquent portfolio index table

(1) Delinquent index is calculated measuring in arrears portfolio – exceeding thirty days – on amounts invoiced in

the past twelve months.

Return

Footnotes Table Nº 3: Contractual structure

(1) Contractual modality ensuring maximum volume of transported gas during a specific period of time.

Remuneration of this type of contract may be per capacity and/or variable.

Return




Footnotes table Nº 4: Revenue structure

(1) Regulation for gas transport in Colombia divides the rate to users, one part acknowledges investments and

the other administration, operation and maintenance costs and expenses - AOM. The portion acknowledging

investments is expressed in US$ it’s adjusted annually with IPP “Capital Equipment” from the USA and

payable in COP at the TRM at the end of each month. Portion acknowledged by AOM is defined in pesos

and expressed annually with Colombian IPC.

(2) Capacity charges or fixed charges make carrier maintain an available transport capacity in the event the

client so requires. On the other hand, the client commits to paying such capacity irrespective of the volume

transported.

(3) Variable charges make carrier maintain an available capacity in the event the client so requires. However,

and contrary to the foregoing, the client only pays what was transported but at a higher rate. In general

terms, TGI clients maintain contracting schemes combining fixed and variable charges.

(4) Occasional charges are the result of a scheme that does not generate an obligation in firm for the carrier. In

other words, carrier has the right to interrupt when, for example, it deems fit to service in firm contracts.

(5) Additional services render by the company, such as new connections or odorization.

Return

Footnotes table Nº 6: Debt indicators

(1) According to the international notes contract, company’s net debt only takes into account TGI senior debt

less cash value and temporary investments.

(2) The sum of operational profit, amortizations, depreciations and reserves.

(3) Interests incurred derived from TGI’s financial debt.

(4) The value of notes issued by TGI Internacional and endorses by TGI.

(5) Corresponds to intercompany loans between TGI with EEB.

(6) Corresponds to IELAH’s syndicated loan

Return

Footnotes table Nº 7: Indicators detail

(1) The net financial expenses are net of revenues from the treasury and the coupons received by Opposite

Swaps contracted.

Return

Footnotes table Nº 9: Operational indicators in Colombia

(1) Nominal system transport capacity.

(2) Average of actual volume transported.

(3) A contracting modality binding TGI to maintain a determined volume available in its transport capacity when

the client so requires.

(4) It is the percentage usage of the gas pipeline and it is obtained as the ratio between nomination and

transport capacity.

(5) Is the actual gas transport capacity in a specific period vis-à-vis nominal capacity.

(6) It is the difference between gas volumes received less gas delivered taking into account changes in

inventories. It is measured in percentage terms as regards the volume received from clients. CREG

acknowledges through its rates maximum losses of 1%.

Return

Footnotes table Nº 11: Capex

(1) Corresponds to those investments aimed at increasing the company’s transport capacity.

(2) Correspond to those investments aimed at maintaining the adequate status of company assets to allow

normal working thereof and maintain transport capacity at its current levels.

Return




Annex 7: Financial Results Statement and EBITDA

Table N° 13 – Detailed Financial Results

USD Var

2016 2015 USD %

Operating Revenues 432,918,912 439,133,099 (6,214,187) -1.4%

Costs of Sales (141,208,020) (138,429,948) (2,778,072) 2.0%

Operating and maintenance (59,719,902) (59,611,889) (108,012) 0.2%

Provisions, depreciation and amortization (81,488,119) (78,818,059) (2,670,060) 3.4%

Gross Profit 291,710,892 300,703,151 (8,992,259) -3.0%

Operating and Admin. Expenses (27,937,568) (27,880,077) (57,491) 0.2%

Personnel and general services (18,135,705) (18,468,198) 332,492 -1.8%

Provisions, depreciation and amortization (5,435,740) (2,711,603) (2,724,138) 100.5%

Equity tax (4,366,123) (6,700,277) 2,334,154

Other Revenues / (Expenses) Net (1,151,454) (878,830) (272,624) 31.0%

Operating Profit 262,621,870 271,944,244 (9,322,374) -3.4%

Non-operating revenues 14,065,570 13,565,908 499,662 3.7%

Financial (1) 11,065,514 10,517,472 548,042 5.2%

Hedging Valuation (2) 3,000,056 3,048,436 (48,380) -1.6%

Non-operating expenses (87,003,324) (77,279,153) (9,724,171) 12.6%

Financial (3) (79,478,755) (68,817,388) (10,661,368) 15.5%

Permanent Investments Valuation (3,320,998) (3,862,402) 541,404 -14.0%

Hedging Valuation (2) (4,203,571) (4,599,363) 395,793 -8.6%

Net Foreign Exchange (4) 16,882,129 (43,588,280) 60,470,409 -138.7%

Profit before income tax 206,566,245 164,642,719 41,923,526 25.5%

Income Tax (59,185,772) (6,102,973) (53,082,799) 869.8%

Deferred Tax (IFRS) (36,143,247) (113,623,191) 77,479,944 -68.2%

Net Profit 111,237,226 44,916,555 66,320,671 147.7%

(1) Includes financial yields for temporary investments.

(2) Reflects the valuation of hedging contracted by the company to reduce risk of paying the capital of debt in foreign

currency.

(3) Financial expenses related to company’s debt.

(4) Reflects the impact of the devaluation/revaluation on the conversion to USD of assets and liabilities of the company in

Colombian pesos.

Table Nº 14 – EBITDA Quarterly Breakdown

USD 1Q - 16 2Q -16 3Q -16 4Q -16

Revenues. 117,783,722 111,507,024.24 103,017,620 100,610,547

(-)Operating and maintenance exp. 14,038,896 11,757,875.32 12,581,331 21,341,800

(-)Personnel and general expenses 7 4,194,146 4,416,825.41 4,089,804 5,434,929

Quarterly EBITDA 99,550,680 95,332,324 86,346,485 73,833,818

Quarterly EBITDA Margin 85% 85% 84% 73%

7 These expenses do not include wealth tax




Annex 8: Financial Information of TGI’s Main Clients

Company Overview Main clients served

▪ Largest gas producer in Colombia.

▪ Integrated Company of the hydrocarbon sector

▪ Publicly traded company controlled by the

Colombian government

▪ It is part of the Group of 40 of the world's largest oil

companies.

▪ Shares listed on the public market in Colombia, New

York and Toronto Stock

▪ Ratings: Foreign: Baa2 (Moody’s) / BBB(Fitch) /

BBB(S&P); AAA local

▪ Firm contract for 11 years

▪ Refineries

▪ Thermal generators

▪ Trading

▪ Main gas distributor in Colombia

▪ Controlled by Spanish Gas Natural Fenosa; EEB

holds 25% of the company’s shares.

▪ Ratings: BBB (Fitch) / AAA local


▪ Residential (1)

▪ Small businesses.

▪ Industries

▪ Natural Gas for Vehicles

▪ 2.7 Million users

▪ Gas distributor in the Southwest region of Colombia

▪ Private company controlled by Promigas

▪ Provides its services to more than 900,000 users.

▪ Ratings: AAA local


▪ Residential (1)

▪ Industries

▪ Natural Gas for Vehicles

▪ 937K users

▪ Main electricity generator in Colombia and gas

distributor in the Northwest region of the country

▪ Integrated company with interests in electricity and

natural gas.

▪ Ratings: Foreign: Baa3 (Moody’s) / BBB+(Fitch) /

BBB- (S&P); AAA local.


▪ Residential (1)

▪ Thermal generation

▪ 877K users

▪ Third electricity generator in Colombia

▪ 57% controlled by the Colombian government

▪ Ratings: Foreign: Baa3 (Moody’s) / BBB- (Fitch)

BBB- (S&P); AA+/BB+ local


▪ Thermal generation

▪ Trading

Source: Company information. (1) Residential users refer to the number of residencies served, not the population, which would be approximately five times larger.

Documents

INVESTORS REPORT - GEB...As of year-end, the average transported volume through TGI’s infrastructure was 494 mmcfd (14.0 MM3D), which represents a market share of 50.5% of the transported