Working with the people and their territories, we continue to build stories of progress - Informe de Sostenibilidad
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Working with the people and their territories,
we continue to build stories of progress
Sustainable management
Complementary topics
Innovation Management
02
Sustainable
management • Innovation Management_______________________________ 6
Highly innovative company____________________________ 14
Distributed resources_________________________________ 18
Smart city services and sustainable mobility______________22
Business platforms and services of the future_____________26
Content02
Sustainable
management
Innovation Management
EPM continues to innovate and seek to be more efficient in its different processes to contribute
to the harmony of life for a better world. This is how, starting from the corporate strategy,
the business plan and strategic surveillance, it executes an innovation model that starts
from sowing, undertaking, accelerating, growing and finally scaling options for new lines
of business, new or improved products and transfer of technologies that allow business
optimization.
The Grupo EPM has matured in innovation management, incorporating the culture to
innovate in its employees. It recognizes the importance of maintaining continuous learning
and having a network of allies to make agreements or collaborative alliances, in an open
innovation scheme that has allowed it, for example, to create the Center for Innovation,
Entrepreneurship and Digital Transformation of Medellín- CIET, through an agreement
between EPM and Ruta N for COP 12,000 million for the next three years.
Likewise, it continues to promote entrepreneurship through the Capital Fund and the business
accelerator by establishing a win-win relationship with 11 companies in which it has a stake,
with whom it builds the required solutions with the quality and efficiency that the environment
demands. 6
Additionally, with work on innovation it contributes to the following SDGs: 7 - Ensure access to
affordable, reliable, sustainable and modern energy for all, 9 - Develop resilient infrastructure,
promote inclusive and sustainable industrialization, and foster innovation and 11 - Make
cities and human settlements inclusive, safe, resilient and sustainable.
Back to content02
Sustainable
management
Business Strategy Business growth
PMO Innovation Development
and Planning and development
Internal Ecosystem Innóvate Grupo EPM
New Capabilities
Capital
Seeds
Corporative strategy
1 2 Digital Transformation
Internal Capabilities
7
Business plans 3 4 Growth or profitability
of today’s businesses
5 6 FCP Companies
Strategic Surveillance
Management Third
of innovation projects FCP
Business projects portfolio
Subsudiaries
Accelerator
External Ecosystem
1. Mentoring Innovate +
2. Project coordination
3. Portfolio management
New Divest
4. Resource coordination
businesses
5. Ways of working
6. Direction
M&A
Back to content02
Sustainable
management
Main achievements
Program, project,
Challenges Company Achievements in 2020 Compliance
initiative or action
Implement pilot project of power generation in Due to the health emergency due to COVID-19,
EPM’s aqueduct network through technological this project was suspended in April 2020 with a Not
Distributed resources
developments (PAT systems - pumps such as scheduled restart in February 2021. For this reason, accomplished
turbines). the connection to the network was not achieved.
The business model to implement this service (supply
Carry out studies to determine the viability of the
of high VOLUMES of water to fill tank cars) was
Distributed resources water sales business in service stations (supply of Total
proposed and results were delivered to the Water
high VOLUMES of water to fill tank cars).
business.
8
The design stage was concluded, the budget was
Initiate the remodeling of the industrial workshop
EPM approved and the construction phase began,
Technological and application of thermal barrier coatings
preparing pre-contractual documents for civil works Total
development for power generating equipment using locally
and the procedures for obtaining the construction
developed materials.
license. The work will finish in 2022.
The feasibility study was executed, whose
deliverables were: benchmarking and market study;
Carry out studies and a pilot to determine the regulation and macro environment; analysis of
Distributed resources feasibility of offering comprehensive management attractiveness and competitiveness, and scenarios Total
services for dielectric oils. and recommendations for business models.
As a pilot for hypothesis testing, a commercial test
was carried out with some potential clients.
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Sustainable
management
Program, project,
Challenges Company Achievements in 2020 Compliance
initiative or action
Smart city services
Encourage the conversion of 3,500 vehicles to 2,537 conversions were carried out, for a total of
and sustainable Partial
Natural Gas Vehicles. 24,000 vehicles with installed and active NGV.
mobility
Manage the investments of the Private Capital Fund
Highly innovative FCP II operations began in the second half. The
9
- FCP I and II (EPM Ventures Program) and work Total
company monitoring of FCP I investments continued.
jointly with the companies in which it has a stake.
EPM
It was not possible to carry out the Solar Circuit. A
special training process of 52 hours of mentoring
To develop and execute, in conjunction with the EPM
and spaces for prototyping of
Highly innovative Foundation, the “Technological Challenges” and
business ideas with external people and Partial
company “Innóvate EPM” programs to develop innovation
intrapreneurs, until reaching the selection of the best
capacities in new generations.
six ventures that CONTINUE with a new phase of
acceleration in 2021.
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Sustainable
management
Challenges 2021
Scope and coverage
Program,
project, Year of
Challenge Company Business Geography Management progress in 2020
initiative or compliance
action
Define the business model for Colombia –
2021 Water Its implementation has not started.
smart aqueducts Antioquia
This pilot began in October 2020, with the
participation of ERCO and the Universidad
Distributed Run community solar energy
Escuela de Ingeniería de Antioquia and
resources pilot, based on distributed energy
Colombia – with the support of University College
resources, smart metering 2021 Electric power
Antioquia London. The first deliverable has already
and digital platform for energy
transactions
been received and it is expected to
advance during the year 2021 with the 10
other defined deliverables.
EPM
Qualitative research was carried out
that allowed exploring the concept of
smart cities in: citizens, authorities, EPM,
and companies in Medellín and other
Smart city Implement the provision of smart
municipalities of the metropolitan area.
services and city services as a strategic ally of Colombia –
2022 All businesses The contractual process was started for the
sustainable Medellín and other territories in Antioquia
consulting phase, the purpose of which
mobility Colombia
is to develop capacities in EPM, to be the
strategic ally of the cities in the definition of
the city strategy, design of Smart services
and support in the implementation.
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Sustainable
management
Scope and coverage
Program,
project, Year of
Challenge Company Business Geography Management progress in 2020
initiative or compliance
action
Smart city Conversations were activated with some
11
services and Propose the EAS (energy as a Colombia – companies that offer electric buses to
2021 Electric power
sustainable service) service in electric buses. Antioquia start with the signing of confidentiality
mobility agreements.
EPM The collaboration agreement and
Start the execution of activities
Highly contributions were signed with Ruta N,
and projects at the Center for Colombia –
innovative 2021 All businesses who will be EPM’s ally for the operation of
Innovation, Entrepreneurship and Antioquia
company the Center for Innovation, Entrepreneurship
Digital Transformation
and Digital Transformation.
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Sustainable
management
Associated stakeholders
• Clients and users • Community • Owner
• State • EPM Group People • Suppliers and contractors
• Partners • Investors
12
GRI standards Contents and own indicators
EPM - 11 Innovation efficiencies
EPM - 19 New lines of business in innovation
Back to content02
Sustainable
management
Scope and coverage
Companies Geography
Colombia – Antioquia
Empresas Públicas de Medellín - EPM
Colombia - Malambo, Atlántico
Central Hidroeléctrica de Caldas - CHEC Colombia – Caldas
Colombia – Quindío
Empresa de Energía del Quindío - EDEQ
Colombia – Santander
Electrificadora de Santander - ESSA Colombia - Norte de Santander
El Salvador
Centrales Eléctricas del Norte de Santander - CENS
Guatemala
Aguas Regionales EPM Panamá
Aguas de Malambo
Business
13
Distribuidora de Electricidad del Sur - Delsur Water
Sanitation
Empresa Eléctrica de Guatemala - Eegsa
Electric power
Elektra Noreste - ENSA Gas
Back to contentHighly
innovative
company
Back to content02
Sustainable
management
Highly innovative company
In its day to day, the Organization seeks to foster the capacity for innovation in its employees
and promote digital transformation in each of the companies, from the motivation, knowledge
and creativity of the people, who are the ones who finally develop these new solutions that
deliver value to stakeholders.
Some mechanisms and actions to promote innovation, entrepreneurship and digital
transformation are:
• Management of the business accelerator and the Private Capital Innovation Fund.
• Training events in innovation and agile methodologies.
• Launch of challenges in the innovation ecosystem.
• Seed and project management with application of agile methodologies and agile digital
operating model (MOAD).
Performance in 2020
15
The recognition of the EPM innovation team as an R + D + I Unit was once
again obtained by the Ministry of Science, in Colombia, According To the Policy
of Actors of the National System of Science, Technology and Innovation. In
addition, the Innóvate EPM 2020 program was implemented, aimed at external
entrepreneurs (university students). In this version, which had the participation
of EPM officials, the training, prioritization and selection phases of the six best
projects were developed, which will be part of a later phase for acceleration.
The Grupo EPM promotes an open and collaborative innovation strategy that allows its
companies to develop alliances with technological parks, centers and universities, in addition
to carrying out R & D & I projects that seek profitability and the development of new business
alternatives. Through Ventures EPM, a program that materializes investment in ventures, the
business accelerator and Private Equity Funds, strategic and financial support is provided
to companies related to EPM’s sectors of interest for the development of new products or
necessary services. in the group. Capital Fund I continued with the portfolio management
and the constitution of Capital Fund II was managed, as well as its approval before the
Financial Superintendence and the beginning of its operations.
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Sustainable
management
The digital transformation in EPM continues to grow with more seeds (teams focused on
solving business challenges), which have generated minimum viable products (MPV)
and transversal digital components. An agile and digital operating model (MOAD) was
implemented, which includes teams called Virtual Centers of Excellence, who will mark the
evolutionary path of different disciplines for the future: intelligent process automation, agile
and innovation practices, customer experience and data science.
The CHEC subsidiary consolidated its innovation management system and executed the
CHEC 3D strategy, by identifying core capabilities, training in design thinking, scrum master
and the creation of the innovation committee and studies associated with this culture.
Innóvate CHEC was expanded and the program was extended to the department of
Risaralda. Several designs and some prototypes were developed: a web application to
manage payments for consumption made in the electric stations and the application of
nanotechnology principles for the decomposition of organic pollutants in CHEC’s water
bodies. In addition, with the event called “The great CHEC challenge”, prioritized initiatives
were started until four challenges were presented in the summons. A preliminary mapping
of possible partners for a solution was also carried out and the communication strategy
and launch of the program were defined in March 2021.
CHEC and ESSA obtained the approval by Minciencias of several projects presented in the 16
summons for tax benefits.
CENS worked on the development of organizational capacities with innovation as a means
to implement and advance new solutions.
Investments and expenses - Highly Innovative Company Action (million COP)
Concept / Indicator 2018 2019 2020
EPM Headquarters 15,416 7,259 19,220
Subsidiaries Grupo EPM 3,677 255 2,563
Total investments 19,093 7,514 21,783
Source: New Business, Innovation and Technology Vice Presidency / Development and Innovation
Management
The values include the investments and expenses of EPM and its subsidiaries executed in previous years, which had
been considered in the actions previously called “Transformational Innovation” and “Entrepreneurship”, since many
of these pilots and projects have to do with the new action. detailed here, the most significant items correspond to
investments made in the Private Equity Fund for Entrepreneurship.
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Sustainable
management
GRI standards Contents and own indicators
EPM - 11 Innovation efficiencies
EPM - 19 New lines of business in innovation
Scope and coverage
Companies Businesses
Empresas Públicas de Medellín - EPM Water
Central Hidroeléctrica de Caldas - CHEC Sanitation 17
Electrificadora de Santander - ESSA Electric power
Centrales Eléctricas del Norte de Santander - CENS Gas
Geography
Colombia – Antioquia
Colombia – Caldas
Colombia – Santander
Colombia – Norte de Santander
Back to contentDistributed
resources
Back to content02
Sustainable
management
Distributed resources
EPM seeks to offer solutions for places and territories difficult to reach with large centralized
systems designed for cities. This focus requires the integration of technology and business
models in small-scale solutions that allow cost efficiency in the provision of PUBLIC drinking
water, sanitation, energy and solid waste management services.
For the Water and Sanitation business, they are solutions for the provision of drinking
water and sanitation in a sustainable, clean and adaptable way to populations, sectors or
communities that are not connected in any way with the main networks.
For the Energy business, they are small and modular energy generation and storage
technologies that provide electrical capacity, energy and flexibility when needed.
For the Solid Waste Management business, they are solutions that involve the construction,
operation and maintenance of systems that respond to the needs of small populations.
Performance in 2020
19
With the pilot carried out in the rural area of the municipality of Olaya, EPM
advanced in the knowledge about the installation of efficient aqueduct
solutions in areas of difficult access for new users, using remote measurement
technologies for remote management of these systems. This pilot could be
replicated in many regions where Grupo EPM has a presence.
The Energy business, for its part, strengthened its foray into solar self-generation,
in which it invested COP 2,068 million in four solar systems for large clients,
with a total installed capacity of 859 kWp and carried out the operation and
maintenance of two solar systems.
An ultrafiltration plant was installed to integrate it into the telemetry and remote-control
network that is part of the smart aqueduct project in the town of Sucre, municipality of Olaya-
Antioquia.
The scope and design of a pilot plan for the initiative to flatten the demand curve for drinking
water was advanced. The best technology was identified and components were developed
to transmit the information to an analytics center for processing and control.
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Sustainable
management
A market investigation was carried out with the company Ernst & Young, as an input for the
structuring of the business model for the sale of water in service stations.
The floating solar panel project in the Guatapé reservoir was completed and the photovoltaic
solar system was delivered to the operating areas of the Guatapé plant.
On the subject of transactive energy, in an agreement with the Universidad Escuela de
Ingeniería de Antioquia and the ERCO company, progress was made in the execution
of two pilots: one with the community of Comuna 13 of Medellín in order to analyze the
transactional characteristics of this population segment, and another in which the data of the
energy transactions of 14 participating users were collected.
A proposal was delivered for the structuring of the dielectric oil renewal business -RAD-, to
offer renewed oil and services associated with the management and treatment of these oils
to third parties.
Aguas Regionales installed two hypochlorite generation systems on site, one in the
municipality of Apartadó and the other in Chigorodó.
CHEC designed the technology evaluation prototype for swimming pool water heating.
20
ESSA completed the third year of monitoring the performance of the El Parnaso solar self-
generation system, and recorded a generation of 145 kWh-day.
CENS structured the energy efficiency proposal to start in 2021.
ENSA installed a recycled water reserve tank in the Cerro Viento offices, which can wash 25
to 30 vehicles, representing a saving of 500 liters of drinking water.
Investment and expenses in distributed resources (million COP)
Concept / Indicator 2018 2019 2020
EPM Headquarters 7,091 3,611 3,631
Subsidiaries Grupo EPM 11,527 73 2,340
Total investments 18,618 3,684 5,971
Source: New Business, Innovation and Technology Vice Presidency / Development and Innovation
Management
The values include the investments and expenses of EPM and the subsidiaries, executed in previous years, which
had been considered in the action previously called “Technological developments”, since many of these pilots and
projects have to do with the new action detailed here.
Back to content02
Sustainable
management
GRI standards Contents and own indicators
EPM - 11 Innovation efficiencies
EPM - 19 New lines of business in innovation
Scope and coverage
Companies Geography
Empresas Públicas de Medellín - EPM
Colombia – Antioquia 21
Colombia – Caldas
Aguas Regionales EPM Colombia - Norte de Santander
Colombia – Santander
Centrales Eléctricas del Norte de Santander - CENS
Panamá
Central Hidroeléctrica de Caldas - CHEC
Electrificadora de Santander - ESSA Businesses
Water
Elektra Noreste - ENSA Electric power
Back to contentSmart city
services and
sustainable
mobility
Back to content02
Sustainable
management
Smart city services and sustainable mobility
Smart city is a concept and a way of organizing a territory making use of technology and
other elements, to satisfy the needs and offer relevant services to citizens, businesses and
visitors, which facilitates governance, increases transparency, strengthens democracy and
citizen participation and builds a more equitable, inclusive and competitive city.
In this sense, the Grupo EPM has projects to improve the intelligence of the services it provides,
in smart electrical grids, in analytics to detect losses and fraud in energy, gas and water,
as well as in automation and remote management of PUBLIC LIGHTING. It also develops
sustainable mobility initiatives that aim at the harmony of life for a better world, fitting in with
the sustainable mobility strategy of providing energy “for transport” from clean or renewable
sources and natural gas.
Performance in 2020
In most of its energy subsidiaries in Colombia and abroad, the Grupo EPM has
fostered the ecosystem of sustainable mobility in its territories with the acquisition
23
of electric vehicles and the installation of infrastructure consisting of PUBLIC and
private electric chargers. Regarding smart city services, the subsidiary Eegsa
made progress in the Red AMI project, in which it invested 10,333,881 quetzals
equivalent to COP 4,551 million in its operation and maintenance.
EPM carried out a market investigation to modernize PUBLIC lighting, which includes the
change from sodium and conventional luminaires to more efficient LED luminaires and the
foray into pilot projects for remote management systems for PUBLIC LIGHTING. These results
will serve as input for a consulting phase in smart cities.
In electric mobility, the offer to finance bicycles and electric scooters for Somos cardholders
continued (EPM’s loyalty program aimed at customers and users). Conversations were
started with foreign suppliers of electric buses to sign confidentiality agreements and explore
alternatives for renting batteries or associated models to promote the use of these vehicles.
Back to content02
Sustainable
management
CHEC closed the year with the launch of the first electric charging eco-station, the installation
of the second charging station and the presentation to the Manizales city hall of the proposal
for a sustainable mobility public policy.
EDEQ installed the first fast charging station in the department of Quindío and began steps
to deploy the charging infrastructure for two wheels. Additionally, it continued to promote the
purchase of motorcycles and electric bicycles through the Somos card.
Eegsa made the purchase of an electric vehicle and continued with the initiatives of:
automation of the electricity grid, installation of recharging points, Asociación de Movilidad
Eléctrica de Guatemala -Amegua-, negotiation and pilot tests of LED luminaires and carried
out the designs of the financing platform called “Consíguelo”.
Delsur worked on the installation of thermal imaging cameras, battery bank monitors
and isolating protectors in the network sections in the substations, in order to carry out
monitoring, data analysis and reduction of faults. Also, in the implementation of the cable
and phase identification system in distribution networks that provide more precise data in
the geographic information system, reducing technical losses.
24
Investment and expenses in smart city services (million COP)
Concept / Indicator 2018 2019 2020
EPM Headquarters 0 0 173
Subsidiaries Grupo EPM 8,774 33,120 5,745
Total investments 8,774 33,120 5,917
Source: New Business, Innovation and Technology Vice Presidency / Development and
Innovation Management
The values include the investments and expenses of EPM and the subsidiaries, executed in previous
years, which had been considered in the action previously called “Technological developments”, since
many of these pilots and projects have to do with the new action detailed here, the most significant
items correspond to investments made by the subsidiary Eegsa on smart metering -AMI- and with the
Integrated Computer System for User Service -SIIAU- Eegsa,
Investments and expenses for sustainable mobility are detailed in the Mitigation of climate change
action.
Back to content02
Sustainable
management
GRI standards Contents and own indicators
EPM - 11 Innovation efficiencies
EPM - 19 New lines of business in innovation
Scope and coverage
Companies Geography
Empresas Públicas de Medellín - EPM
Colombia – Antioquia
Colombia – Caldas 25
Centrales Eléctricas del Norte de Santander - CENS Colombia - Norte de Santander
Colombia – Quindío
Central Hidroeléctrica de Caldas - CHEC
El Salvador
Empresa de Energía del Quindío - EDEQ Guatemala
Empresa Eléctrica de Guatemala - Eegsa
Businesses
Distribuidora de Electricidad del Sur - Delsur Electric power
Back to contentBusiness
platforms
and services
of the future
Back to content02
Sustainable
management
Business platforms and services of the future
A business and services platform is a business model that creates value by facilitating
exchanges between two or more interdependent groups, generally consumers and
producers. For these exchanges to happen, platforms leverage and create large, scalable
networks of users and resources that can be accessed.
The Grupo EPM seeks to redesign business to commerce (B2C), business to business
(B2B) and business to government (B2G) services, including point-to-point (P2P) services
for regulated and unregulated markets, as well as to develop new service offers through
virtual platforms, with an objective of growing through innovation. With this guideline, EPM
has made progress in structuring possible new businesses or in optimizing current ones,
achieving efficiencies that also translate into lower costs for the company and consequently
in a more efficient and innovative company for its users.
Performance in 2020
27
Both EPM and the subsidiaries CHEC, CENS, Delsur and Eegsa made significant
progress implementing applications based on technologies such as IoT,
Artificial Intelligence, Blockchain and Cloud and enabled new digital assistants
that provide remote access to our clients, guaranteeing security, agility
and improvement in the attention. Likewise, in EPM several platforms were
implemented to support some regulations and for the management, use and
exploitation of information.
EPM reviewed and adjusted the business plan to offer B2C-B2B services, incorporating
lessons learned from iterations carried out with clients. At the same time, CENS designed a
similar service that is awaiting approval by the Board of Directors.
EPM made progress in the Prosumidores platform, in the development of web applications
that allow to unify the customer experience, in the platform for robotization of manual tasks
of current processes, put into operation the first IPA solution (Robotic Process Automation
+ Artificial Intelligence) with the invoice quality process - histograms, the platform and
data quality tools were enabled for monitoring, for the monitoring of IT applications and
components (information technologies) and establishment of the Data Science Community.
Back to content02
Sustainable
management
The company implemented EMA chatbot for employees and clients in the process of
integrating with WhatsApp. Likewise, the Delsur subsidiary advanced with a chatbot pilot that
it hopes to massify during 2021. For its part, Eegsa implemented the bot called Sunny with
artificial intelligence and machine learning that integrates with messaging channels and
with other tools such as the CRM-EPESI system and Comegsa APP and with digital services to
facilitate communication with customers, including the package of technical services called
MantPlus offered by Comegsa.
CHEC inaugurated the Vive CHEC experience center, a modern and innovative relationship
point, where clients find commercial, experiential and co-creation spaces. A concept
that combines digital and experiential moments in an experience that generates positive
emotions, for remembrance and recommendation. It also made progress in optimizing the
administration, operation and maintenance of electrical installations by implementing high-
tech equipment that monitors different variables through energy management software.
Delsur made progress in the VAcBI Plan (active sales with business intelligence) that promotes
the acquisition of complementary services through the analysis of personalized information
to generate tailored value offers, through contracts with staggered coverage and with
payment flexibilities in the invoice (initially aimed at high demand customers).
Eegsa for its part made progress with the C4C (Cloud for customer) platform that integrates 28
with Outlook and creates an automatic ticket for customer service; tools were implemented
for the SIIAU system (Integrated User Service Computer System), progress was made in
generating online electronic invoices, as well as payment and credit agreements.
Investments in business platforms and services of the future (million COP)
Concept / Indicator 2018 2019 2020
Investments and expenses made by EPM 0 0 5,416
Investments and expenses made by national
1,552 148 10,847
and international subsidiaries
Total investments 1,552 148 16,263
Source: New Business, Innovation and Technology Vice Presidency / Development and
Innovation Management
The values in the table include the investments and expenses of the subsidiaries, executed in previous
years, in the action called “Technological developments”, since many of these pilots and projects have
to do with the new action detailed here.
The significant increase in investments in 2020 in the subsidiaries corresponds mainly to the
implementation of scada and materials management at Eegsa.
Back to content02
Sustainable
management
GRI standards Contents and own indicators
EPM - 11 Innovation efficiencies
EPM - 19 New lines of business in innovation
Scope and coverage
Companies Colombia – Caldas
Colombia – Santander
Empresas Públicas de Medellín - EPM
Colombia - Norte de Santander 29
Central Hidroeléctrica de Caldas - CHEC
El Salvador
Electrificadora de Santander - ESSA Guatemala
Centrales Eléctricas del Norte de Santander - CENS
Distribuidora de Electricidad del Sur - Delsur Businesses
Water
Empresa Eléctrica de Guatemala - Eegsa
Sanitation
Geography Electric power
Colombia – Antioquia Gas
Back to contentwww.sostenibilidadgrupoepm.com.co/en
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