 We are the most extensive and modern platform to transport oil in Colombia.

Through
a pipe of 836 kilometers on land and 12 kilometers in the sea, we have ten pumping
stations, a pressure reducer, a marine terminal, tanks to store up to five million barrels
and a base for the coordination of activities of maintenance.
 To offer world-class logistics management, we have one of the most modern control
centers in the country. Through digital instruments located along the pipeline and in
the stations, our system allows to monitor in real time the situation of each point
within our infrastructure, the availability of inventories, the location of the transported
crude and the fulfillment of commitments.
 Thanks to our platform we can adjust to the realities of the oil industry, by
transporting all kinds of crude oil - light, heavy and mixed - from the fields of
exploitation to ships for export or the Cartagena refinery, for its transformation.

MISSION
We generate value for the oil we transport, taking care of our people, our environment
and our environment.

VISION
In the year 2023, OCENSA will generate operating income of US $ 1,500 million, through
the capture of growth opportunities, becoming the most efficient transport platform
through oil pipelines in Colombia.

CORPORATE VALUES
 Respect. Those of us who are part of OCENSA accept other people from the difference,
with which we recognize their rights and their dignity.
 Responsibility. We perform all our actions diligently in the face of our commitments,
the company, society and the environment. We always assume the consequences of
our actions and decisions.
 Excellence. We seek to achieve timely results, that exceed the established conditions
and standards, in the perspective of continuous improvement and learning, through
the efficient use of resources.
 Transparency. In our work we think, we say, and we do, without ambiguity, in a
congruent way and making our actions evident and traceable.
 Collaboration. We add the individual effort to the effort of others to work as a team,
always with the achievement of the company's objectives in our head.

THE PILLARS OF THE STRATEGY

 OUR PEOPLE
 OUR ALLIES
 OUR COMMUNITIES
 OUR ASSETS
 OUR ENVIRONMENT
 OUR INSTITUTIONS.
 The pipeline is located in a complex area in terms of geography, social, economic and
security
 In it converge factors such as the presence of a mountainous topography,
municipalities with the average of unsatisfied basic needs higher in the departments
 The distance between the population centers and the rural and production areas
 High presence of illegal mining and the constant confrontation between illegal armed
groups such as the ELN, FARC, EPL, criminal gangs and organized crime.
 In its journey through Antioquia, the pipeline enters the subregion in the northeast
and then in the lower Cauca, zones that have a strong contrast with the middle
Magdalena, and where the pipeline faces a difficult mountainous relief, deep canyons
and extensive highlands formed by the presence of two great mountain ranges, which
in turn are divided by the Cauca River.
 The geology of the mountain range, the mountainous topography and the presence of
tributaries has been propitious for the exploitation of alluvial gold and vein, activities
that historically have marked the people growing and the local economies of these
zones of Antioquia.
 Northeast 185,000 inhabitants 43.2% NBI.
 Under Cauca. 293,000 inhabitants 59% NBI.
 access to public goods and services in both subregions is precarious, particularly in
rural areas.
 Mining exploitation has been developed mostly with low technology and a high
informality leaving very few tax benefits or income to the population.
 The pipeline is located in a complex area in terms of geography, social, economic and
security

 In it converge factors such as the presence of a mountainous topography,
municipalities with the average of unsatisfied basic needs higher in the departments
 the distance between the population centers and the rural and production areas
 high presence of illegal mining and the constant confrontation between illegal armed
groups such as the ELN, FARC, EPL, criminal gangs and organized crime.
 In its journey through Antioquia, the pipeline enters the sub region in the northeast
and then in the lower Cauca, zones that have a strong contrast with the middle
Magdalena, and where the pipeline faces a difficult mountainous relief, deep canyons
and extensive highlands formed by the presence of two great mountain ranges, which
in turn are divided by the Cauca River.
 The geology of the mountain range, the mountainous topography and the presence of
tributaries has been propitious for the exploitation of alluvial gold and vein, activities
that historically have marked the people growing and the local economies of these
zones of Antioquia.
 Northeast 185,000 inhabitants 43.2% NBI.
 Under Cauca. 293,000 inhabitants 59% NBI.
 access to public goods and services in both sub regions is precarious, particularly in
rural areas.
 Mining exploitation has been developed mostly with low technology and a high
informality leaving very few tax benefits or income to the population.

 Since the 70's there has been the presence of guerrilla organizations that like the ELN
found in the exploitation of gold a source of financing.

 Later, other guerrilla groups joined, joined by paramilitary groups all with the intention
of ending each other and achieving greater territorial control, as well as control of the
business of illicit crops and routes for the traffic of alkaloids.
 The ELN guerrillas have been the group that has committed the most attacks against
the infrastructure of the OCENSA and ODC pipelines. The strategy corresponds to a
tactical war of wars that has three intentions: Economic, Socio-political and military.

Strengthen the security of critical infrastructure, by the Armed Forces and Ecopetrol,
through the innovation of the processes, to guarantee the development of the Nation's
hydrocarbons industry.

COPEI coordinates the exchange of information between public security forces, state
institutions and the private sector. Better coordination helps authorities react quickly to
threats and attacks on oil installations.

Through the exchange of timely information with the Military and Police Forces, as well as
with the different entities of the State, the correct decisions are made to benefit the
infrastructure of the region in the face of possible threats or risks of attack.

The operational plans that emerge from this exchange of information are aimed at
consolidating regional and local security, guaranteeing socioeconomic development and
the protection of strategic resources. Thanks to the work that is carried out within each of
the COPEI, terrorist attacks and acts of vandalism to the country's oil and energy
infrastructure have been considerably reduced.

Together with other professionals, they continuously monitor the oil, energy and road
structure of the department. Likewise, it generates a daily bulletin with all the information
of public order, operational facts and alerts to keep informed to the different guilds,
network of allies and entities about the work of our Military Forces in order to preserve
the tranquility and security.

In Colombia there are Special Operations Centers for the Protection of Critical and
Economic Infrastructure of the State in the city of Bogotá and in the departments of Meta,
Valle del Cauca, Cesar, Norte de Santander, Nariño, Putumayo, Arauca and Bolívar.
 Installation of machinery collection centers (forts) in strategic sites of critical areas
 Create and implement an interagency and inter-agency intelligence section in the
COPEI at strategic sites in critical areas.
 Specialize military Counterintelligence personnel based on the protection of critical
infrastructure.
 Specialize a Unit (minimum two platoons) per Brigade of each critical area, with special
capabilities (training and equipment)
 To manage Min TIC's and operating companies the coverage of communications in the
specific sectors of the critical areas that do not have a mobile telephone signal.
 Make a contingency plan between the Public Force and the system of the hydrocarbon
sector.
 Review and monitoring of progress in the socialization of hydrocarbon exploration
projects by companies, with the Division and Brigade Commanders, specifying the
schedule for activities for their execution.
 Develop a crash plan, by companies to mitigate the effect of third parties.
 Train social actors to carry out oversight of social infrastructure projects
 Feed the existing information system in the DPS. (social map)
 Identification and prioritization of villages in critical areas, directly affected by the SAT-
T.
 Generate a protocol of institutional coordination for the development of social
responsibility projects.
 Invite the public prosecutor's office, comptroller's office and ombudsman's office to
accompany the activities or social programs
 That the intelligence produced by the COPEI intelligence section be taken into account
as a tool for planning military operations.
 That the intelligence of signals and images of the current systems of ART (Ejercito,
FAC) employed in the hydrocarbon areas be centralized in the COPEI
 Assign as a priority the protection of infrastructure critical to military intelligence
 The days of integral action must be accompanied by military intelligence activities.
 Orient the intelligence search effort to identify trafficking networks and illegal
commercialization of explosives and their inputs.
 Continue with the development of projects research, development and innovation of
products oriented to the safety of critical infrastructure. (HUNTER - SPECTRUM -
MAZADA)
 In each area of hydrocarbon operation there must be a component of human and
technical intelligence.
 Restructure the COPEI Directive at ministerial level to integrate intelligence of the
Public Force.
 That the companies send the updates of the risk reports and safety studies.
 Integrate the C / I of the Army with the entities of security of the State and the
companies that have responsibility in the critical infrastructure in support of the
protection of the OSH.
 Deploy counter-intelligence networks in the most critical areas in support of OSH
protection.
 The COPEI organic staff must have exclusivity in the position with a minimum stay of
two years.