Ecopetrol implemented different programs in 2005 to strengthen and recognize its human resources, in order to improve organizational climate and administrative management.

After a survey was taken within the organization and employee requirements were explored, a plan was initiated to optimize compensation systems, work stability, physical areas, personal development, procedures, leadership, and organizational culture.

The Company continued its performance management policy, consisting in establishing agreements for both results and for competencies between supervisors and employees. The goal of the agreement is to develop measurable indicators in order to determine plans for development and training, and to apply the compensation policy.

Relative to this last aspect, Ecopetrol took action to improve salary equality conditions in benefit of 1,395 employees. There were 59 promotions to administrative and technical positions, and 43 promotions from the standard payroll to executive.

Different training sessions were held during the year for a target group of 529 employees in executive positions or newly hired personnel.

Nearly 2,000 training sessions took place related to technical competencies, HSE, and cross-disciplinary topics. The Company invested a total of nearly $8.275 billion in these programs.

As an incentive to good employee performance, Ecopetrol implemented the Excellence Reward Program and highlighted the work of 1,243 employees in all business areas.

During the year, Ecopetrol also implemented the new union collective agreement defined by the arbitration award, and agreements were established to provide a solution to temporary contracts for union workers. At the same time headway was made in optimizing health services and personnel.

As part of the application of the arbitration decision, a retroactive bonus payment was made for long-term and temporary workers and a readjustment was made on pension payments in the amount of $6.866 billion.

The “Family-Company Integration Program,” with the participation of more than 3,000 people across the country, and the sporting event“ Bonds of Friendship 2005,” which gathered together more than 460 workers in different sporting disciplines, also contributed to employee welfare.

As far as health services are concerned, $133.6 billion were invested throughout the year, 1.6% less when compared to 2004 in constant pesos, showing a trend toward stabilization in this expense.

The above-mentioned figure reflects investments in the consolidation and stabilization of the national strategy for medicines, the impact of the arbitration decision on assistance for medical treatment and charges to the personnel account, and a database clean up.

In all, health services were provided for 67,386 workers, retired employees, and family members with a satisfaction level of 97%, as monitored by a representative sample of 15,300 surveys taken at the different health service facilities throughout the country.

The number of official staff on payroll was reduced by 2.8% going from 6,027 employees in 2004 to 5,856 employees at the end of 2005, taking into account the entrance of new professionals.

In the area of organizational communication, Ecopetrol strengthened internal communication media, as well as communication between supervisors and their employees through specific communication plans designed according to the needs of each area.