Social impacts management

Operation

Eastern: Meta; Puerto Gaitán.

Orinoquía: Meta; Villavicencio, Acacías, Guamal, Castilla La Nueva, Cumaral, Restrepo, San Martín, Cubarral, El Dorado, San Carlos de Guaroa, Puerto López, Puerto Lleras.

Description of community affected

Eastern: The local economy includes sectors such as agriculture, mining, energy, and industrial services, with growing expectations for the latter. Proximity to Ecopetrol has created jobs. However, inequalities persist, especially in rural areas and among women, who continue to face barriers to employment and leadership.

In education, urban areas have access to higher education, while rural areas have less schooling and limited infrastructure.

Social organization depends on community leaders and community action boards in peasant communities, as well as on structures such as reservations, councils, and indigenous peoples' partialities, which facilitate the mediation and management of resources and projects.

In terms of health infrastructure, urban areas are better equipped, while rural areas lack access to drinking water and adequate sanitation, although improvement projects supported by Ecopetrol and local authorities are underway.

Institutional governance reflects collaboration between Ecopetrol and local authorities, participation in decision-making on resource allocation and infrastructure, and the strengthening of civil participation mechanisms to promote dialogue and transparency in social and environmental projects.

Orinoquía: The local economy is based on agriculture, livestock, and industrial services. Low female participation in leadership and formal employment persists, although progress is being made through social and educational programs promoted by the industry.

Educational gaps remain in rural areas, while technical training is offered near Ecopetrol’s operations to improve employment opportunities and self-sufficiency.

Social organization centers around local leaders, Community Action Board (JACs), trade associations, and environmental groups, which represent community needs before institutions. Sanitation infrastructure is limited, especially regarding access to drinking water and basic sanitation in rural areas. Dialogue among authorities and communities has promoted greater accountability and institutional transparency in the region.

Impacts identified

Eastern:

1. Modification of accessibility, mobility, and local connectivity: Impact on shared-use roads, especially during the winter season (Caño Sur–Rubiales and Alto Neblinas–Rubiales).
2. Generation of social conflicts:
   • De facto roads, mainly through contracting goods, services, and labor from other local actors.
   • Difficulties in relationships between ethnic and non-ethnic communities, as well as with institutions, due to differences in worldview and conceptions of territorial development.
   • Investment expectations that exceed the industry's actual possibilities.
3. Modification of the area's economic activities and the productive vocations of those who inhabit the territory.
4. Changes in demographic variables: an increase in population density due to migration dynamics attributable to industry.
5. Cumulative impacts specifically related to the proliferation of lodging facilities for staff accommodation.
6. Changes in the social use of land from agricultural purposes to service provision, specifically lodging.

Orinoquía

1. Generation of social conflicts: Emergence of new local actors (trade associations, associations, unions and environmental groups) seeking social and political support under the environmental premise.
   • Conflicts between communities and between communities and the industry over the participation of local unskilled labor.
   • Opposition to the presence of industry in the region by environmental groups and social organizations due to changes in land use.
   • Conflict over new projects in the low-emission line: disagreement over wage differences and the volume of labor hiring in low-emission projects compared to activities typical of the hydrocarbon industry.
   • Conflict generated by misinformation from environmental groups regarding the potential environmental impacts of the industry, especially on underground and surface aquifers, as studies are currently being carried out in the region.
2. Modification of economic activities in the area: Inadequate employment conditions and non-compliance with labor obligations by contractor companies.

Measures taken

Eastern: Transparent communication with authorities and communities is promoted regarding the operation, use, and maintenance of the road. The road is improved through alliances between public entities and private companies.

Joint working groups are established to coordinate territorial management and anticipate social dialogue. Coordination with contractors is managed to reduce environmental and social impacts.

Community programs are implemented as agreed with the ANH, while entrepreneurship, productivity, and technical training are strengthened. Community Action Boards receive support in management and civic participation.

Dialogue with authorities is maintained to adapt strategies to demographic change. Agreements are reached with regulatory bodies to formalize accommodation services in areas of influence.

Orinoquía: Information and communication are provided through institutional support and multi-stakeholder dialogue. Shared visions for the territory are developed, and awareness is raised about the industry's role in the region.

Work groups with operators are in place to support territorial management and address impacts. Active channels exist to resolve PQRS and prevent conflicts. Community engagement and transparency are strengthened, and community programs comply with ANH requirements.

Inclusion in environmental studies is encouraged in accordance with the Escazú Agreement. Economic diversification is promoted by strengthening productive skills and vocations beyond the oil sector.

Operation

Central-Western: CUNDINAMARCA (Ubalá, Medina, Paratebueno, Guaduas, Puerto Salgar); BOYACÁ (Santa María); TOLIMA (Carmen de Apicalá, Ortega, Espinal and Melgar).

Southern Andean: HUILA (Aipe, Neiva, Palermo, Tello, Yaguará and Villavieja); PUTUMAYO (Orito, Puerto Caicedo, Valle del Guamuez, San Miguel, Ipiales)

Description of community affected

Central-Western: Communities in Cundinamarca, Tolima, and Boyacá located near hydrocarbon operations face socioeconomic vulnerabilities that limit their development. Women face barriers to accessing formal employment and leadership roles, although inclusion initiatives do exist.

Low levels of educational attainment in rural areas reduce job opportunities, especially outside the extractive sector. Community action boards and local organizations play a key role, but their management capacity is limited when responding to complex needs.

Access to drinking water and sanitation is insufficient, affecting quality of life and public health. The unequal distribution of resources, along with limited coordination between authorities and companies, makes equitable development difficult. Overall, these communities face barriers related to gender, education, infrastructure, and governance that restrict their progress despite their proximity to the industry.

Southern Andean: The communities of Huila (Aipe, Palermo, Tello, Yaguará, Villavieja) and Putumayo (Orito, Puerto Caicedo, Valle del Guamuez, San Miguel, Ipiales) face diverse socioeconomic vulnerabilities. Women have limited opportunities in the labor market and in leadership roles.

Indigenous communities of the Inga and Kichwa peoples face double discrimination based on both gender and ethnicity. In education, disparities in quality persist, and rural areas lack adequate access to basic and technical education. In indigenous communities, illiteracy and school dropout rates are high.

A large portion of the population lacks access to drinking water and sanitation. Health services are not always culturally appropriate for indigenous communities. Social organization relies on community action boards with limited resources.

Indigenous organizational systems are often marginalized in local policies. In terms of institutional governance, the distribution of hydrocarbon resources is unequal, and the lack of coordination between authorities and companies limits efficient management.

In Putumayo, institutional weakness and the presence of illegal actors worsen the situation. In short, these communities face persistent barriers related to gender, education, basic services, and governance, which restrict their development despite extractive activity.

Impacts identified

Central-Western

Socio-economic conflicts:

1. Expectations among the residual population are shaped by misinformation about the industry and demands for immediate social investment.
2. Conflicts between public and private actors are driven by opposition political discourse.
3. JACs have high expectations regarding the hiring of skilled labor and the procurement of local goods and services, under the control of partner and operator PAREX.

Economic activities:

1. Changes in employment and in the demand for goods and services resulting from the application of contracting regulations.
2. Limited access to platforms and employment offices due to territorial conditions.
3. Conflicts arising from wage differences for similar activities across companies.
4. Limited knowledge of the nature of the Ecopetrol Group, its energy transition and sustainability strategies, and the benefits generated in the territories.

Southern Andean

Socio-economic conflicts:

1. Expectations regarding differential inclusion and labor participation are associated with the cumulative impacts of the industry in ethnic (Putumayo) and non-ethnic (Huila) communities.
2. Increasing demands for social investment are evident in both departments.
3. There is distrust of non-standardized practices outside the legal framework governing contractors.
4. Conflicts between public and private actors persist, along with blockades related to the contracting of goods, services, and personnel, including roles that are both industry-specific and non-industry-specific.
5. In Huila, new local actors—such as young people, associations, and environmental groups—have emerged and are seeking social and political support under an environmental agenda.

Economic activities:

1. Changes in employment and in the demand for goods and services due to energy transition projects, with different working conditions, including lower non-oil salaries and reduced labor demand.

Accessibility and mobility:

1. Alterations in communities’ access to population centers and the surrounding territory due to the shared use and deterioration of roads and public infrastructure, especially during the rainy season in Putumayo and Huila.

Measures taken

Central-Western:

1. Information and communication program focused on creating spaces for social dialogue as a tool for fostering mutual understanding, with emphasis on environmental issues, employability, and goods and services.
2. Development of coordinated relationship initiatives with authorities and the community to build trust, along with educational and social dialogue programs.
3. Permanent, active, and effective PQRS service channels for the prevention and resolution of potential conflicts.
4. Prioritization of local economic development through strategies aimed at strengthening the management capacity of Community Action Boards in their role as leaders of productive projects and in supporting labor transition.
5. Information strategies with municipal authorities and communities aimed at managing expectations regarding the scope of the Business Group’s projects and activities.
6. Mechanisms for community relations and internal coordination within the company for comprehensive territorial management.

Southern Andean:

1. Mechanisms for engaging with communities and coordinating within the company for integrated territorial management, the development of labor inclusion policies, and the creation of spaces for harmonization with ethnic groups.
   • Information strategies with municipal authorities and communities aimed at lowering expectations regarding the scope of the project and managing issues that generate conflict.
   • Information and communication programmes focused on spaces for social dialogue as a tool for mutual understanding.
   • Permanent, active, and effective PQRS channels for the prevention and attention of possible conflicts.
2. Prioritization of local economic development through strategies that strengthen the management capacity of Community Action Boards in their role as managers of productive projects and in supporting labor transition.
3. Social dialogue spaces for building a shared vision of the territory.
   • Spaces for harmonization with ethnic groups.
   • Coordinated construction of the social investment portfolio.

Operation

SARARE: (Cubará and Toledo)

CASANARE: (Yopal – Floreña and Pauto, Aguazul, - Cupiagua, Tauramena – Cusiana)

Description of community affected

Sarare: Communities face socioeconomic vulnerabilities stemming from their territorial context. Women encounter barriers to accessing formal employment and leadership roles. Limited economic diversification and insecurity reinforce exclusion, reducing their participation in community life.

In education, there are deficiencies in infrastructure and coverage, especially in ethno-education for the U'wa community.

The non-execution of frozen royalties in the context of territorial litigation limits educational and social development. The JACs have taken an advocacy stance against the industry, reflecting social tensions.

There are deficiencies in the basic services network. The poor condition of the roads restricts mobility and economic diversification. The area also faces public order problems.

The territorial dispute between Toledo and Cubará generates administrative abandonment and hinders the management of projects and resources.

Governance and risk management are weak, with outdated or non-existent plans. Communities face barriers related to gender, education, basic services, and governance. These challenges are worsened by the presence of armed actors and territorial disputes, which limit development and increase social, economic, and environmental risks.

Casanare: Communities have limited opportunities in the labor market and in leadership roles, restricting their participation in local economic decisions and development.

Access to basic and higher education is limited in rural areas, reducing employment opportunities and fostering dependence on the hydrocarbon industry.

The Community Action Boards play a mediating role between communities and companies, but they have limited capacity to influence strategic decisions, which weakens community participation. Infrastructure is insufficient, affecting public health.

The domestic gas network does not provide full coverage, reflecting gaps in basic services. Several municipalities lack planning instruments, and existing ones are outdated, increasing vulnerability to potential natural disasters.

Communities continue to face barriers related to gender, education, basic services, and risk governance, limiting their development and increasing their vulnerability.

Impacts identified

Sarare:

1. Generation and/or escalation of social conflicts: Failure by National Government entities to comply with commitments made to the U'wa Indigenous community and the Mass Political Movement.
2. Modification of physical and social infrastructure, public utilities and social services: Communities have high expectations that National Government entities will address gaps in health, education, and infrastructure in their territories. When timely solutions are not identified, they resort to de facto channels involving the oil industry.
3. Modification of economic activities in the area: Communities have high expectations of employment opportunities linked to activities generated by the hydrocarbon industry in the area, given that agricultural and livestock activities do not provide high wages.
4. Ethnic and inclusion expectations: The U'wa Indigenous community has high expectations that commitments signed with different National Government entities in 2014, 2016, and 2024 will be fulfilled.

Casanare:

1. Changes in demographic variables: The arrival of the hydrocarbon industry drove population growth in Casanare through labor migration.
2. Modification of physical and social infrastructure, and public and social services: The availability of public and social services affected the community’s ability to meet its basic needs.
3. Modification of accessibility, mobility, and local connectivity: Changes occurred in road infrastructure and local connectivity.
4. Modification of economic activities in the area: Land use and traditional production practices changed.
5. Generation and/or alteration of social conflicts: Expectations regarding jobs, goods, and services increased, generating conflicts, followed by a decline in demand for these.
6. Generation of institutional expectations: Local governments anticipated inter-institutional agreements and resources from the industry. However, the limited institutional presence in the territory did not facilitate the development of operations.
7. Change in the culture of the region: Labor migration introduced new customs, generating a process of cultural adaptation in the region.

Measures taken

Sarare

1. Opportunities to share information with communities and local authorities.
2. Workshops on environmental sustainability and environmental project management.
3. Awareness-raising initiatives focused on environmental preservation and the sustainable use of natural resources.
4. Intercultural dialogue roundtables coordinated with institutions and companies to anticipate potential conflicts.

Casanare

1. Opportunities for dialogue with communities and local authorities, whether face-to-face or virtual.
2. Socialization of the PQRS process and implementation of an annual perception survey.
3. Development and dissemination of strategic content on a quarterly basis.
4. Spaces that facilitate analysis of the socio-environmental contexts of communities.
5. Participatory conferences to promote territorial planning.
6. Training for community leaders on social issues.
7. Municipal meetings that provide training in emotional intelligence, trust, dialogue, and assertive listening.
8. Training on local and regional management issues, to be agreed upon in advance with institutional authorities.
9. Artistic training through a school and cultural events in each municipality.
10. Guidance for entrepreneurs and solidarity organizations in project development, financial management, and administrative operations.
11. Technical, legal, and financial support for solidarity organizations.

Operation

SANTANDER: (Barrancabermeja, Puerto Wilches, Sabana de Torres, San Vicente de Chucurí, Rionegro)

CESAR: (San Martín)

ANTIOQUIA: (Puerto Nare, Puerto Triunfo, Yondó)

BOLIVAR: (Cantagallo)

BOYACÁ: (Puerto Boyacá)

NORTE DE SANTANDER:(Tibú)

Description of community affected

Socioeconomic vulnerability is manifested through blockadess generated by non-conformities or demands arising from the operational activities of allied companies.

Gender inequality has decreased due to greater job opportunities for women, in line with the profiles offered and the guidelines established by the Company under its inclusive hiring policy.

In urban areas, the educational level has created greater opportunities for the population available for employment through the development of job profiles supported by technological tools. In rural areas, efforts are being made to guarantee these same opportunities by encouraging the population through comprehensive training strategies.

Social organization continues to be structured around Community Action Boards, with which a constant relationship is maintained. However, their participation remains limited in meeting the demand for goods and services. In some sectors, contracting processes are carried out directly with local business associations.

Sanitary infrastructure has improved in terms of access to services, but the quality of drinking water remains deficient. Through institutional governance, social investment projects have been implemented, providing benefits to communities affected by operations.

Impacts identified

1. Change in economic activities in the area: non-standardized practices outside the legal framework of contractor companies.
2. Availability of employment, goods, and services: young people, women, professionals, and unions seeking employment opportunities.
3. Change in the social use of land due to the transformation of productive practices.
4. Change in demographic variables: foreign migration in search of job opportunities in the industry.
5. Change in accessibility, mobility, and local connectivity: shared use of access roads in the vicinity of homes.
6. Change in the visual perception of the landscape: impacts due to noise, light, and particulate matter, as well as conflicts caused by damage to third parties.
7. Involuntary population transfer: temporary and permanent resettlement.

Measures taken

1. Spaces for social dialogue as a tool for fostering mutual understanding, with a focus on employability and the provision of goods and services.
2. Strategic parterships to strengthen the productive vocation and generate employment outside the industry, in partnership with partners such as Agrosol, thereby enabling economic diversification.
3. Strategies with partners and institutions to prioritize the hiring of local labor and the procurement of local goods and services, as well as information mechanisms regarding labor supply needs.
4. Definition of strategies for the use and maintenance of roads, along with information mechanisms for equipment mobilization.
5. Monitoring of potential effects in coordination with the environmental team and definition of an action plan.
6. Understanding of local dynamics through a differential ethnic approach and compliance with relocation protocols.
7. Strengthening of follow-up processes by clarifying the mechanisms and variables for the participation of communities and local authorities.

Operation

LA GUAJIRA: (Uribia, Manaure, Dibulla, Riohacha)

BOLIVAR:(Cartagena)

Description of community affected

Guajira: In the area of influence, there are ethnic communities whose social organization incorporates differentiated gender roles. In some peoples (e.g., the Wayúu), a matrilineal structure is recognized in which the maternal line determines clan membership, the transmission of authority and property, and the management of family and community affairs. Consequently, women play a central role as bearers of cultural identity, decision-makers, and figures of social and spiritual authority.

For energy projects, this implies that social relations and due diligence processes must ensure the effective and meaningful participation of women in spaces for intercultural dialogue, including prior consultation where applicable. This requires specific measures to guarantee access to information, outreach, translation and cultural mediation, and logistical conditions that enable their attendance and representation, consistent with the differential approach to women promoted by ANLA, as well as with international standards on consultation, participation, and, where appropriate, free, prior, and informed consent.

Bolívar: The Caribbean region has a cultural and social structure in which gender roles are predominantly male in formal economic activities, with growing participation by women in social processes and in roles associated with development and employment projects.

Low educational attainment has been identified, especially in rural areas, which limits employment opportunities. Ecopetrol has developed technical training programs to improve local skills and reduce reliance on unskilled labor. Communities have basic organizational structures, such as Community Action Boards and groups of community leaders active in environmental issues, which facilitates dialogue with the industry.

The region also has limited capacity to meet community needs, creating dependence on companies for access to services and infrastructure improvements.

Impacts

Identified

1. Generation and/or intensification of social conflicts:
   • Development of offshore projects, associated with the implementation of prior consultations, the undefined offshore boundary, and stakeholders’ limited knowledge of labour hiring regulations, may generate expectations among the population due to the energy transition roadmap, employment prospects, and wage differences in activities that are not typical of the sector.
   • Generation and intensification of social conflicts due to differences in performance criteria between Ecopetrol Group companies in offshore and onshore projects.
2. Modification of the economic activities in the area: the population has training in the hydrocarbons sector, while there is growing demand for energy transition activities (wind and solar energy). Plant shutdowns involving new technologies require new skills and knowledge from the available local workforce for their integration.

Masures taken

1. Information and communication programme focused on creating spaces for social dialogue as a tool for fostering mutual understanding, with an emphasis on employability and access to goods and services:
   • Strengthening trust-based relationships, mainly with ethnic groups and women, through a differential approach that creates spaces for dialogue and enhances their capacities.
   • Contributing to local development through portfolio consolidation, with investments in water, gas, education, circular economy, and green businesses. Maintaining permanent, inclusive, timely, and transparent dialogue with Community Action Boards, ethnic groups in La Guajira and Cartagena (Bolívar), and regional contractors.
2. Establishing strategic partnerships to strengthen occupational profiles in alternative energies (SENA, Corpoeducación, and the Ministry of Education).
3. Generating synergies to ensure regulatory compliance in contracting through the Public Employment System (SPE).

South Pacific Andean

535

5.393

Orinoquía

1.213

36.815

Caribbean

12

105

Piedemonte

445

10.501

Central

163

2.936

Subsidiary – Hocol

1.355

11.351

Partners

572

7.336

Total

4.925

74.437