Caracol Television-Sustainability Report 2018...Sustainability+Report+2018,+Caracol+Television+S.A. 2+ Design)and)layout) Linca+Publicidad+) Caracol)Television)S.A.) Calle)103)#)69)BO43,)Floresta)Norte.)GRI

Sustainability Report 2018, Caracol Television S.A.

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Caracol Television: Sustainability Report 2018 President Gonzalo Córdoba Mallarino Corporate Executive Vice President Rosa Emilia Fonseca Gómez Secretary General Jorge Martínez de León Vice President of Programming and Marketing Camilo Alberto Acuña Cubillos Vice President of Operations, News and Sports Luis Calle Arcela Vice President Radio Carlos Arturo Gallego Marulanda Vice President of Production and Content Darío Armando García Granados Commercial Vice President Mauricio Umaña Blanche Network Vice President Juana María Uribe Pachón Financial Vice President Rubén Darío Cárdenas Ortiz Digital Vice President Marcelo Liberini International Sales Vice President Lisette Osorio López

Coordination

José María Reyes Santo Domingo Sustainability and Synergies Manager Advisory Desarrollo Visible


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Design and layout

Linca Publicidad Caracol Television S.A. Calle 103 # 69 B-‐43, Floresta Norte. GRI 102-‐3 Telephone (57) 1 6430430 Bogotá, D.C., Colombia April 2019

Scope and coverage of the Sustainability Report 2018 GRI 102-‐1, GRI 102-‐2 and GRI 102-‐45

• Corresponding to the period January 1 to December 31, 2018. • Covers information of Caracol Television S.A.1 and its businesses: open television channel,

BLU Radio and Caracol Next. • The economic figures include the subsidiaries reported in the annual report to

shareholders: Stock Models & Talent S.A.S., Caracol TV America Corp., Famosa S.A.S. and Radial Bogotá S.A., El Espectador and Cine Colombia.

• The environmental figures cover the headquarters in La Floresta-‐Bogotá D.C. and the BLU Radio antennas are included in the carbon footprint.

• It has been prepared in accordance with the Essential option of the GRI Standards. • It constitutes the Communication of Progress (CoP) for the United Nations Global

Compact.

Contacts for more information GRI 102-‐53 José María Reyes Santo Domingo Sustainability and Synergies Manager [email protected] Juliana Márquez Mancini Sustainability and Synergies Coordinator [email protected]

Online inquiries for more information GRI 102-‐53 http://www.caracoltvcorporativo.com/

1 Henceforth, we will refer to Caracol Television, the Firm, the Company or the Organization.


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Content We continue to bet on sustainable development

Caracol Television

Creation, production and dissemination of responsible and quality content

Ensuring profitable and sustainable growth

Promoting the development of Caracol Talent and their families

Stimulating relationships of mutual growth with advertisers and suppliers

Environmentally responsible lifestyles


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We continue to bet on sustainable development GRI 102-‐14 I am pleased to present to you the ninth sustainability report, which has not only become an exercise in transparency but also of internal reflection on the commitment we have made to sustainable development. We know that an integral perspective of the business and its social and environmental impact will allow us to move forward with the responsibilities that are part of our Sustainability Model.

2018 was a year of new achievements and challenges. We retain the preference of audiences and advertisers, and we maintained our leadership, which allowed us to continue Ensuring profitable and sustainable growth, to provide shareholders with a return on their investment and create value to other stakeholders.

We carried out a comprehensive validation exercise of our framework for the Creation, production and dissemination of responsible and quality content, in which all the Vice Presidents responsible for the content participated in reflection sessions that they subsequently multiplied with their work teams. Likewise, at the citizen coexistence workgroup: prevention of gender violence, that we have been leading in recent years, we designed a campaign, hand in hand with the expert organizations that participate, that will be aired during 2019.

We work tirelessly to strengthen the Development of Caracol Talent and their families. We progressed in the execution of the Annual Training Plan where creativity, innovation and leadership are protagonists; we strengthened compliance with the implementation of the Occupational Health and Safety Management System; and we offered novel wellness alternatives.

We continue to ensure compliance and transparency in negotiations and cultivating relationships of Mutual growth with advertisers and suppliers, to go beyond the commercial sphere. With advertisers, we reinforced close ties and offer them innovative proposals, and with suppliers, in addition to prioritizing local purchases, we value the best way to cement positive synergies to prosper together while preventing negative social or environmental impacts.

We know that it is of great relevance to encourage Environmentally responsible lifestyles to deal with scenarios such as climate change, and therefore, we measured our carbon footprint, we launched a strategy for the efficient management of solid waste, we carried out the sixth version of the Premio a la Protección del Medio Ambiente [Environmental Protection Award] in which we recognize programs focused on the conservation of marine or river areas, and we ran 585 commercial for conservation and environmental protection.

The achievement of global ideals requires responsibility and local management. Therefore, we focus our efforts on goals set by initiatives such as the United Nations Global Compact of which we are signatories, as well as the Sustainable Development Goals and the Responsible Media Forum.

This report reflects the determination and high commitment of the more than 2,000 people that are part of the Caracol Talent who once again I want to thank and invite to persist in the challenges that we have set for ourselves to continue being leaders as a media company, create more value beyond the financial results and become benchmarks for our contribution to society and the environment.

Gonzalo Córdoba Mallarino President, Caracol Television S.A.


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Caracol Television We are a media and entertainment company. In our portfolio, the quality of the content and innovation and cutting-‐edge technology play a leading role. GRI 102-‐2 and GRI 102-‐5

Shareholders GRI 102-‐5

Related companies • Caracol Television Inc, Television Equipment services Corp. • Stock Models & Talent S.A.S. • Caracol TV America Corp and Mambo LLC. • Caracol Television Inc through Caracol TV America Corp. • Caracol America Productions LLC. • Famous S.A.S, ICCK Net S.A.S in liquidation. • Radial Bogotá S.A.

Caracol Television Brands GRI 102-‐2 Caracol Television: open television channel GRI 102-‐2, GRI 102-‐4 and GRI 102-‐6 • Noticias Caracol • Gol Caracol • Opinion / Documentaries • Cinema / Movies • Drama shows • Soap operas • Series • Children's • Contests • Humor

93.49%

6.49%

0.02%

Valorem S.A.

Valmiera Enterprises Corp. y Cia. SCA

Other


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• Sports • Reality shows • Magazine shows • Musical shows

BLU Radio GRI 102-‐2, GRI 102-‐4 and GRI 102-‐6 We are a Colombian radio network, we are part of Caracol Television and we broadcasts since 2012. Our programming and our content are supported in variables such as youth, variety and opinion generation.

Caracol Next GRI 102-‐2, GRI 102-‐4 and GRI 102-‐6 We are Caracol Television's digital business unit. We are leaders because of digital innovation and content generation. Among others, we have developed new web formats where series, drama and fiction show, tutorials, journalistic and documentary formats stand out.

Vision In 2018, being the leading television, radio and digital company in Colombia, clearly differentiated from the competition, with the best talent in the market and recognized internationally as one of the three major entertainment brands in Spanish.

Mission Moving our audiences daily with ground breaking, multiplatform content, generating value sustainably and responsibly for our customers, contributors and shareholders.

Values GRI 102-‐16 • Professionalism • Respect • Dependability • Human development • Sustainability

Main results in 2018 GRI 102-‐6 and GRI 102-‐7 • Total revenue: 755,126 (million Colombian Pesos) • EBITDA: 145,598 (million Colombian Pesos) • Total employees on payroll: 1,950 • 89% purchases from national suppliers • Commercials with messages for environmental conservation and protection: 585 • Number of times we run commercials about citizen coexistence: 422


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Direct Economic Value Generated and Distributed GRI 102-‐7 (Million Colombian Pesos) 2015 2016 2017 2018 Direct Economic Value Generated

Income2 716,198 729,028 718,453 755,126 Economic Value Distributed

Operating expenses3 313,185 338,945 312,335 334,519 Salaries and benefits of employees4 119,766 131,111 151,256 165,406

Payments to capital providers5 89,286 77,447 85,373

88,782

Payments to governments6 140,848 135,966 119,223 125,744 Investments in communities7 4,898 5,691 4,874 5,772 Economic Value Distributed (Total) 667,983 689,161 673,061 720,223

Economic Value Retained: Direct Economic Value Generated -‐ Distributed Economic Value

48,215 39,867 45,392 34,903

Sustainability Model8 GRI 102-‐16 At Caracol Television we understand sustainable management as a way to do business, wherein our reason to exist, the values, mission, vision, and our actions, are focused on the creation of economic, social and environmental value, and in the building of long-‐term relationships with stakeholders, preserving at the same time behaviour that is ethical, transparent and respectful of human rights.

We reaffirm the commitment to society and the environment through sustainable management made visible in our Sustainability Model, which is based on a cycle of continuous improvement, is aligned with our way of conceiving the business, part of the systematic dialogue with our stakeholders, focuses our management and promotes transparency. 2Advertising (television, radio and other media), international sales, television and other business services, income from share interests and contributions from co-‐productions, other operational revenue. It also includes "returns and discounts". 3 Payments made to third parties for raw materials, product components, facilities and services purchased (including salaries of actors, presenters, etc.). Also includes rental of properties, license fees, facilitation payments (since they have a clear commercial objective), royalties, subcontracting of workers, employee training costs (when external trainers are employed) and protective equipment for employees. 4 The payroll includes employee salaries, including amounts paid to government institutions (taxes, levies and unemployment funds) on behalf of employees. Normally, people not directly employed who perform an operational function are not taken into account here; these are usually considered a service acquisition that is reflected as an operating expense. The benefits include periodic contributions (pensions, insurance, business vehicles and private health), as well as other employee benefits in the form of housing, subsidized credits, transportation aid, scholarships and indemnifications for dismissal. Aspects such as training, the cost of protective equipment or other expense items directly related to the task performed by the employee are not considered. 5 Dividends to shareholders and interest payments to lenders. It includes all kinds of debts and loans (not only in the long term), as well as late payments of dividends to preferred shareholders. 6 Taxes. 7 Donations, investments in infrastructure outside the commercial activity of the organization, such as schools or hospitals for employees and their families. 8 http://www.caracoltvcorporativo.com/responsabilidad-‐corporativa


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As a result of a deep reflection on the commitment to content, we adjusted the scope of our Positive cultural footprint, which became Creation, production and dissemination of

responsible and quality content.

Annual outreach, management and reporting cycle GRI 102-‐52

Approach to stakeholder engagement GRI 102-‐43 We base our relationships with different audiences, on ethics, trust, respect, dialogue and transparency. Within the framework of the Sustainability Model, the dialogue scenarios seek to contribute to the construction of initiatives that create shared value.

We have formal and periodic feedback mechanisms that give us important results to diagnose our efforts and direct action plans based on the improvement opportunities identified. This is the case of our channels for interaction with viewers (Viewer Services and Viewer's Ombudsman), market


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research studies, suppliers’ assessments, measurement of the work environment, indices of corporate reputation, perception studies with advertisers and dialogues with stakeholders.

Stakeholder group map GRI 102-‐40, GRI 102-‐42 and 102-‐43

We have prioritized stakeholders based on criteria related to their influence over our management and our impact on their reality.

Communication and participation channels GRI 102-‐43

Shareholders and Board of Directors

Shareholders' Meeting Board of Directors Meetings

Board of Directors Committees Investor Relations

Publication of Relevant Information to the Market

Webpage (http://www.caracoltvcorporativo.com)

Annual Management Report

Sustainability Report

Employees

Intranet President's Delegate

Billboards Primary Groups Mobile Visits

Organizational Climate Study Employee families Suppliers of goods and services Procurement Division

Content providers Programming Division Advertisers

Commercial Division International clients Content buyers

Audiences Viewer's Ombudsman Customer Service Audience Research

Related companies Office of President

Legal Vice Presidency Executive Vice Presidency


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Civil society Sustainability and Synergies Division

Viewer's Ombudsman Customer Service

Sector / other media Office of President

Legal Vice Presidency Government organizations and other regulatory entities

Legal Vice Presidency Sustainability and Synergies Division

Foundations Sustainability and Synergies Division

We are signatories of the United Nations Global Compact, we are part of Partnering For a Sustainable Sector: Responsible Media Forum and as a transparency exercise we report annually

(according to GRI Standards) our Communication of Progress for the United Nations Global Compact and our stakeholders in general. GRI 102-‐12

Material issues GRI 102-‐44 and GRI 102-‐47 During 2018, we carried out the update of the materiality analysis from which the following adjustments arose.

Fronts of the Sustainability Model

Issues that were part of the previous materiality

matrices

Update of the issues included in the materiality matrices 2018


Responsible and quality content

Disaggregation of this issue was carried out taking into account the nine principles addressed in our Framework for the creation, production and dissemination of responsible and quality content.

Programming supportive of social concerns

It is still part of the matrix and is called Close or solidarity content with global concerns. It is associated with Respect and promotion of human rights and Environmentally responsible lifestyles (two of the principles of the Framework).

Accessibility to audio-‐visual content

It is part of the Diversity and inclusion issue (one of the principles of the Framework).

Audience interaction and satisfaction It remains part of the matrix.

Media literacy: media education It remains part of the matrix and is called Media literacy.

Innovation It remains part of the matrix and is associated with narrative Quality (one of the principles of the Framework)

Matters that are principles of the Framework were included: Ethics and transparency (Material issue) that was prioritized as material, Editorial and production standards, Care of minors, Pluralism and Autonomy.

Coherence between policies and content was added.

Ensuring profitable and sustainable growth

Ethics and integrity It remains a part of the matrix and continues to be material. Material issue

Generation of shareholder value

It remains a part of the matrix and continues to be material. Material issue

Good corporate governance

It remains a part of the matrix and continues to be material. Material issue

Transparency was added and was prioritized as material in the matrix. Material issue


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matrices


New issues arose: Intellectual property and copyright, Information security, Active participation of the Board of Directors in addressing issues of sustainability, Privacy and data protection, Active participation in the debates of the audio-‐visual sector and in the development of public policies and Accession to sector codes of conduct.

Promoting the development of Caracol Talent and their families

Development It remains a part of the matrix and continues to be material. Material issue

Wellness It remains a part of the matrix and moved to another quadrant.

Attraction and retention of talent

Disappeared from the matrix and is part of the new issue of Quality job opportunities, that was prioritized as material. Material issue

Diversity and equity It remains a part of the matrix and is called Diversity, inclusion and equity.

Climate and satisfaction It remains part of the matrix and is called Organizational climate.

Corporative volunteering Disappeared from the matrix. Communication and participation It remains part of the matrix.

New issues arose: Occupational Health and Safety, which in previous materiality analysis it was part of Wellness.

Mutual growth with advertisers

Responsible advertising It remains a part of the matrix and moved to another quadrant.

Mutually beneficial relationships, trust, ethics and transparency

It remains part of the matrix; it is called Relationships of mutual benefit and trust (Material issue), and continues to be material.

Strategic partnerships Disappeared from the matrix.

Added to the satisfaction issue.

Mutual growth with suppliers

Alignment with the corporate responsibility approach

Disappeared from the matrix and are part of the new issue Sustainable supply chain (Material issue), which was prioritized as material.

Mutually beneficial relationships, trust, ethics and transparency Quality control

Strategic partnerships

Responsible purchases It remains part of the matrix.

Local purchasing It remains part of the matrix.


Emissions management It remains a part of the matrix and continues to be material. Material issue

Waste management It remains a part of the matrix and moved to another quadrant.

Care and efficient use of resources and materials for productions

It remains a part of the matrix and is called Responsible use of inputs and materials.

Environmental culture It remains part of the matrix, it is called Promoting environmentally responsible lifestyles (Material issue) and it was prioritized as material.

Support initiatives to It disappeared from the matrix and is part of the issue


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matrices


protect and conserve the environment

Promoting environmentally responsible lifestyles.

The issues Energy efficiency and, Care and efficient use of water were added.

Process to determine material issues GRI 102-‐46 Our material issues have been identified from the following methodological cycle:

1. Identification: list of potentially important topics for Caracol Television, the sector and the environment (region, country, global).

2. Prioritization: cross-‐checking the significant issues that reflect the greatest relevance for our business and our vision of sustainability and the perceptions of our stakeholders on the relevance of the issues managed by the Company.

3. Validation: confirmation of priority issues with senior management of Caracol Television. 4. Review: evaluation of the Report and the issues expressed after its publication.

Management approach GRI 102-‐44, GRI 102-‐46, GRI 103-‐1, GRI 103-‐2 and GRI 103-‐3

At the beginning of each chapter of this report, we present how we understand each commitment that we have assumed in our Sustainability Model (Why does it inspire us) and their material issues (What inspires us: material issues).

Fronts of the Sustainability

Model

Material issues (GRI 103-‐1)

Coverage (GRI 103-‐1)

Management (GRI 103-‐2)

Indicators (GRI 103-‐2)

Evaluation of the

management approach

(GRI 103-‐3)

Internal stakeholders

External stakeholders


Ethics and transparency (SDG 16)

Caracol Talent with involved in content: vice presidents, directors, journalistic teams, script

writers, producers, cameramen, presenters, actors, radio operators, show hosts, members of the BLU panel and social media

specialists, among others.

Audiences

Framework for the creation,

production and dissemination of responsible and quality content

Manual of practices and standards for journalists

Style and Digital Content Writing

Manual Self-‐regulation

Code9

Complaints Congratulations Sanctions or

fines

Exploration of participation

results through Viewer's

Ombudsman and Viewer Services

Periodic review of good practices,

global agendas and

perceptions of other media Materiality

analysis update Decision-‐

making from senior

management Profitable and sustainable growth

Generation of shareholder value

Employees • Shareholders • Board of

Directors

Creation, production and dissemination of

Total revenue EBITDA Share

Study of national legislation

9 https://www.caracoltvcorporativo.com/sites/default/files/codigo-‐autorregulacion-‐asomedios-‐def-‐01-‐02-‐2012.pdf


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Model





Evaluation of the

management approach

(GRI 103-‐3)



• Investors innovative content

Preference of audiences and advertisers

Rating Advertising schedule

Share analysis through the reporting instances

Periodic review of good

practices and global agendas Materiality


making from senior

management

Good corporate governance (SDG 16)

Employees: senior

management

• Shareholders • Board of

Directors

Code of Good Governance Regulations of the Board of Directors

Sanctions or fines

Ethics and integrity (SDG 16)

Employees • Shareholders • Suppliers

Code of Ethics Zero Tolerance for Fraud Policy Sustainability

Model

Sanctions or fines

Transparency (SDG 16) Employees

• Shareholders • Board of

Directors • Investors • Regulators • Economic

analysts / Opinion leaders

• Society in general

Annual management

report Annual

sustainability report

Periodic reports to the stock exchange and Country Code

Survey

Reputation measurements

Development of Caracol Talent and their families

Quality work opportunities (SDG 8)

Employees Employee families

Development and Wellness

Strategy Salary policies Diversity,

inclusion and equity initiatives Respect and protection of the rights of children and

adolescents that are part of the Caracol Talent Occupational Health and Safety Policy Wellness Plan

Communications Policy

Total employees on

payroll Turnover rate Percentage of women in

management positions with respect to the total workforce Percentage of women in

management positions in income

generating functions

Relationship between the base salary of men with

respect to that of women

General climate index

Study of participation

results through the channels provided for contributors, complaints in

the Coexistence

Committee and the results of the Climate Survey




making from senior

management

Development Employees Employee families Annual Training

Plan

Annual investment in training and development

Average


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Model





Evaluation of the

management approach

(GRI 103-‐3)



investment in training and development per full-‐time employee

Average hours of training per employee per

year

Stimulating relationships of mutual growth with advertisers and suppliers

Relationships of mutual benefit and trust

NA Advertisers

Code of Ethics Outreach channels

Joint support for social or

environmental causes

Customer relationship-‐building index

Study of share results through

outreach channels




making from senior

management

Sustainable supply chain (SDG 8)

NA Suppliers

Code of Ethics Zero Tolerance for Fraud Policy Quality control

Initiatives related to

alignment to our Sustainability

Model

% local purchasing

Study of share results through

outreach channels




making from senior

management


Fostering environmentally responsible lifestyles (SDG 12)

Employees

Audiences Advertisers Suppliers

Society in general

Environmental policy

Sustainability Model

Change your Footprint: Separating Waste Caracol

Television Award for

Environmental Protection Commercials with messages

for environmental conservation and protection

Number of people trained

in environmental protection guidelines Number of effective

applications for the Caracol Television Award for

Environmental Protection Number if

commercials with messages

for environmental conservation




making from senior

management


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Model





Evaluation of the

management approach

(GRI 103-‐3)



and protection Cost of

commercials schedule with messages for environmental conservation and protection

Emissions management (SDG 13)

Employees Suppliers

Environmental policy

Emissions management

Energy efficiency Responsible use of inputs and materials Waste

management

Total carbon footprint (tons

of CO2equivalent)

Analysis of national legislation




making from senior

management

Acknowledgments 2018 During 2018 we garnered important awards and acknowledgments both nationally and internationally, in different categories:

• Winners of the international Digiday Awards in the Best Social Good Campaign category, for Somos Panas Colombia.

• Winners of the India Catalina Award for the best Web Series of 2017 in Colombia, for Testosterona Pink.

• Nomination for the TOP 10 P&M award in the Branded Content category in Colombia, for the Pasada de Moda (Out of Fashion) Campaign with pork producers.

• Nomination for the award for best use of Branded Content in WAN-‐IFRA's LATAM Digital Media Awards in Latin America, for documentary about potatoes by Noticias Caracol with FedePapa [Federation of Potato Producers].


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Creation, production and dissemination of responsible and quality content What inspires us: material issues GRI 102-‐44 and GRI 102-‐47

1. Ethics and transparency SDG 16 2. Diversity and inclusion SDG 5 3. Editorial and production standards 4. Innovation 5. Care of minors 6. Close or solidarity content with global concerns SDG 5, SDG 12, SDG 13 and SDG 16 7. Pluralism 8. Autonomy 9. Audience interaction and satisfaction 10. Media literacy 11. Coherence between policies and content

Why does it inspire us GRI 102-‐11, GRI 102-‐15, GRI 103-‐1 and GRI 103-‐2 We are a mirror because we reflect all realities, and we approach different outlooks in this sense. We are a driver because as a media outlet we have the potential to suggest an agenda, generate conversation and influence the general dynamics of society.

We consider information a public good at the service of society and we are convinced that it is possible to be successful by doing the best journalism.

We know that the value of entertainment lies in emotion as element producing social cohesion. Consequently, we present topics that interest, entertain and excite, and when necessary or relevant, we include points of analysis and reflection.

We promote the coexistence of citizens in our content. In specific cases, we refer to the prevention of all types of violence and especially to the fight against gender violence.


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Our audiences 2018 Television Distribution by region

Region Number of people

(thousands) Equal to the national share of

people of each item (%) Antioquia 171.5 31.1% Coffee region 73.5 32.9% Caribbean 188.4 35.8% Central 417.3 27.7% Eastern 72.4 31.6% Pacific 119.2 26.5% Total 1,042.4 29.9%

Distribution by gender

Genre Number of people (thousands)

Equal to the national share of people of each item (%)

Male 430.8 27.3% Female 611.5 32.1% Total 1,042.4 29.9%

Distribution by age range

Age ranges Number of people

(thousands) Equal to the national share of

people of each item (%) Children's 76.1 17.1% 12 to 17 66.6 24.6% 18 to 24 72.9 27.0% 25 to 39 195.7 26.2% 40 and over 631.2 36.0% Total 1,042.4 29.9%

Distribution by stratum

Strata Number of people (thousands)

Equal to the national share of people of each item (%)

Low 537.9 29.7% Medium 362.6 31.7% High 141.9 26.8% Total 1,042.4 29.9%


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BLU Radio Distribution by region

Region Number of people Equal to the national share of people of each item (%)

Antioquia 151,700 0.6% Coffee region 33,700 0.1% Caribbean 145,300 0.6% Central 1,200,600 4.7% Eastern 37,800 0.2% Pacific 158,300 0.6% Total 1,727,400 6.8%

Distribution by gender

Genre Number of people Equal to the national share of

people of each item (%) Male 1,051,117 4.1% Female 676,283 2.7% Total 1,727,400 6.8%

Distribution by age range

Age ranges Number of people Equal to the national share of people of each item (%)

12 to 17 198,500 0.8% 18 to 24 253,100 1.0% 25 to 39 727,100 2.9% 40 and over 548,700 2.1% Total 1,727,400 6.8%

Distribution by stratum

Strata Number of people Equal to the national share of people of each item (%)

Low 754,600 3.0% Medium 791,900 3.1% High 180,900 0.7% Total 1,727,400 6.8%

Caracol Next • Leadership of digital audiences in Colombia as a digital media group (Caracol Next)

according to the official Comscore MMX Multi-‐platform report: in 2018 we grew more than 6% compared to 2017 and widened the gap with our competitors by more than 20%.

• Growth of digital audiences in Colombia with the CaracolTV brand according to the official Comscore MMX Multi-‐platform report: more than 10% during 2018 compared to 2017.


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Framework for the creation, production and dissemination of responsible and quality content Material issue, GRI 102-‐16 and Principles 1 and 2 of the United Nations Global Compact As a result of a comprehensive review of global agendas and best practices, as well as a deep internal reflection, we have finalized this Framework whose objective is to strengthen and maintain the highest standards for the creation, production and dissemination of content, and applies to all of us who are a part of the Caracol Talent with involved in the content of all our media: vice presidents, directors, journalist teams, screenwriters, producers, cameramen, presenters, actors, radio operators, show hosts, BLU panel members and specialists in social networks, among others.

In building it, we also relied on our business strategy and the values that have historically guided us, in addition to the experience of those responsible for creating and producing our content, and the expectations of stakeholder groups.

In 2018, we held multiple meetings with the vice presidents responsible for content in our different media (television, radio and digital) and later with their work teams to validate and refine the Framework. During these meetings, each of the principles was analysed in light of our reality and the direction in which we wish to head moving forward.

Nine principles for the creation, production and dissemination of responsible and quality content

• They express what we believe and what motivates us. • They make our responsibility towards content, society and the environment explicit. • They guide the way we make decisions and act day by day. • They relate with and complement each other. • They apply to all our media.

1. Good relationships to make content We work in a climate of respect and we seek that this spirit that characterizes us, be reflected in our products and be the basis of success. We promote good relationships and horizontal and positive leadership. We care for the practices of work teams, their culture and their professional habits. We encourage commitment, innovation and fun.

2. Narrative quality We know that each of our media represents specific challenges in production, marketing and consumption. Therefore, we continually renew the technique, the aesthetics of the different stories, and we are in tune with technological changes, to offer products based on originality, variety and the responsibility that our work entails.

3. Ethics and transparency Material issue and SDG 16 We lay the foundations of the creation and dissemination of our content within a high sense of legality, integrity, honesty, good faith, responsibility, professionalism and transparency in the way we act.


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4. Respect and promotion of human rights Principles 1 and 2 of the United Nations Global Compact

We respect and promote the rights recognized in the Universal Declaration of Human Rights10 and in other national and international conventions and declarations.

5. Autonomy We are part of the fabric of society and this means a series of relationships in regard to which we make decisions avoiding influences that could lead to the creation or dissemination of content harmful to social dynamics.

6. Freedom of expression We safeguard the right to freedom of expression 11 , both of our work teams and other stakeholders, within limits that do not conflict with other fundamental rights.

7. Diversity and inclusion SDG 5 In our content we address different ideologies or opinions, without any discrimination based on race, gender, age, beliefs, political preferences, economic interests or other personal orientations.

We promote plurality and include diverse groups in the development of our content.

8. Caring for minors We pay special attention to the treatment of issues that concern children and young people.

When we expose child characters to situations in which values are at stake, we accompany the narrative development with a qualified adult character, who presents another perspective and warns of possible consequences in case the minor interpreted perishes.

We ensure that minors find a positive and uplifting experience in acting or competition.

9. Environmentally responsible lifestyles SDG 12 The commitment to environmental protection is part of our work philosophy. We focus on best practices and green logistics, and promote an environmental culture both internally and through our media, where, among others, we promote responsible behaviours and recognize public and private initiatives aimed at protecting the environment.

Manual of practices and standards for journalists12 GRI 102-‐16 and SDG 16 It guides the work of those responsible for news and information, regarding the parameters for the presentation of information and compliance with the fundamental ethical principles that govern the exercise of the professional journalism.

10 More information on the articles of the Universal Declaration of Human Rights at: http://www.un.org/es/universal-‐declaration-‐human-‐rights/ 11 See article 19 of the Universal Declaration of Human Rights at: http://www.un.org/es/universal-‐declaration-‐human-‐rights/ 12 For more information, see https://www.caracoltvcorporativo.com/sites/default/files/2017.07.12%20-‐%20Manual%20de%20pr%C3%A1cticas%20y%20est%C3%A1ndares%20para%20periodistas% 20 Snail% 20 Televisi% C3% B3n.pdf


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Topics addressed: • Information gathering processes. • Objectivity (difference between opinion and editorial information). • Information about criminals and suspects. • Treatment of minorities. • Fact-‐checking of news. • Investigations. • Edition. • Legal issues (retractions and writs of injunction, copyrights, use of protected content,

among others). • Internet use (social networks). • Conflicts of interest. • Confidentiality.

Caracol Noticias [Caracol News] During 2018, we remained the favourite of audiences and stood as the most queried media outlet.

We led in all our broadcasts, four from Monday to Friday and two on weekends, compared to our main competitor. The performance of informational shows beat its time slot rival by 130%, reaching a total share of 32.0%.

Opinion leaders prefer us For the tenth consecutive year we took first place in the Opinion Panel [Panel de Opinion]13, as the televised media outlet that opinion leaders most use to inform themselves.

We reached the highest favourability of the last 9 years at 31%, among a sample of 1,818 leaders from 18 departments of Colombia.

Source: Opinion Panel Report, Cifras and Conceptos, 2018.

13 The Opinion Panel is an independent quantitative study of Cifras and Conceptos, which measures the perception of opinion leaders classified in five domains of study: politicians, media, academics, private sector and social organizations.


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We systematically strengthen responsible journalism We watch over the practices of our work teams, their culture and their professional habits, because credibility is a fundamental part of our essence, our work, and the acceptance and preference of audiences.

We inform with balance, truthfulness and pluralism, qualities that are added to our nature. Therefore, we present the different perspectives of a reality: we include as many voices as possible, all political sides, and those who represent different currents of thought, to express their opinions.

On a daily basis, the editorial board is governed by guidelines so that information is reliable and responsible, and once the news has aired, according to its relevance, we analyse the opportunities to continue improving.

The news pieces throughout our 7 hours and 30 minutes of daily news are not static. Those of greater scale are complemented with additional elements such as data, testimonials and new angles, which allow us greater depth. Regarding the trend in news where there are security camera images, we know that journalism cannot be built from this resource, and therefore, we are performing the exercise of filtering using criteria such as the criticality of the problem, the viability of delving into the story and non-‐repetition. Once the filter has been carried out, the news piece is built based on the video, but it is not the story because the subsequent work of reporting is done.

We turn polls into big topics We conducted seven polls on current and highly relevant issues, such as the implementation of the peace agreements, the situation in Venezuela, the end one period of government and the beginning of another. Topics that merited special spaces within the news show to analyse the results of the polls, with guests and expert analysts.

We encourage participation and a diversity of points of view We include interviews with guests recognized for their scientific, artistic or academic achievements, to present other views of the country we dream of, which positioned us as opinion leaders.

We gave voice to young people during the presidential debates where the candidates faced their concerns in #ElPaisDeLosJovenes. Through a Town Hall type format, the presidential candidates interacted both with those who were in our studio and with those who sent their questions in through social media.

We emphasize non-‐impunity SDG 16 As a result of extensive Investigation efforts, we continue to report complaints with particular emphasis on impunity regarding issues such as the toga and haemophilia cartels, corruption in the School Lunch Program (PAE), and the contracting revolving door in Bogotá and Odebrecht.


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We continue to strengthen a presence in the country and balancing regional news We incorporated hosts in Cali, Medellín and Barranquilla, and we look for positive, high-‐impact events to highlight the contribution of the different regions of Colombia to the construction of a better country.

Especiales Caracol [Caracol Specials] We maintained leadership in the coverage and transmission of the Election Day #ColombiaDecide, with large-‐scale coverage that involved more than 200 people in the national and international spheres: correspondents, special bulletins, analysis of the results, reactions of the candidates, of the parties and Colombians. We reached an average share of 30% that exceeded the coverage of the presidential elections of 2010 (25.3%) and 2014 (21.8%). Likewise, the Final Debate, moderated by Juan Roberto Vargas, María Alejandra Villamizar and Rodrigo Pardo, was one of the debates with the highest viewership in the country with a 36.5% share.

In addition, we highlight the press coverage during sporting events such as La Vuelta a España, The Tour de France and the 2018 Russia World Cup where, thanks to Gol Caracol, Colombians were able to follow not only the national team, but also every relevant moment of the World Cup.

Entertainment In 2018 we bet especially on humor, contest reality shows, and drama shows, with productions such as La Vuelta al Mundo en 80 Risas [Laughing Around the World], The Wall, the third season of La Voz Kids, the celebration of the 15 years of The Challenge Super Humans, Without Breasts There Is Paradise 2, Mom of Number Ten and Loquito por Ti [Crazy About You].

BLU Radio We were born in 2012, accompanied by an exceptional team, who share a philosophy based, among others, on innovation, decency, independence, pluralism and inclusion; that adapts to change; and works day by day committed to achieving excellence.

We are open, irreverent, respectful of differences, and therefore, we listen and present all points of view, and we do not seek to draw conclusions but present content that allows each person to build their own opinion.

We have achieved important and rapid growth, positioning ourselves as a new alternative, which offers news, analysis, information and entertainment, at all levels, in simple and clear language, with timeliness and quality.

Our programming slate keeps on heading towards success Mañanas BLU, is the program with the most relevant analysis and opinion panel in Colombian radio, differentiated from the others by its format specializing in current affairs, and made up of a balanced and highly qualified team of journalists and panellists. This program has seen continuous growth in audiences since its birth.


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• Sales represent 40% of total BLU sales. • The current audience is 673,100 people, according to the latest "ECAR" radio audience

study, equivalent to 55% of the total audience of our programming slate.

Blog Deportivo, is a program with a different format, where information, analysis and humor come together, to offer an attractive product even for those who do not know about sports. The team leverages off the talent of Gol Caracol.

From the beginning, we broke the paradigm of listening to sports in the afternoon and became benchmarks for other media that are including sports shows at the same times.

• The current audience is 255,900 people, according to the latest "ECAR" radio audience study, equivalent to 21% of the total audience of our programming slate.

• In some audience measurement sweeps we have reached first place among the country's radio networks.

Voz Populi, is a program through which we manage the difficult balance between humor, information and opinion. Thanks to the experience of the talent, the concept and the name were extended to the programming slate of the Caracol channel.

Sales represent figures around 14% of total BLU sales. La Kalle is music and entertainment for everyone With La Kalle we have bet on promoting popular music; to rescue the artistic and cultural manifestations of genres such as the Mexican regional, bachata and vallenato while giving value to composers, singers, groups, and in general to the industry; and to speak with a close, inclusive and fun language about what is happening and is of interest to ordinary people. At La Kalle, we address everyday issues with a special sense of humor.

In order to maximize its reach, La Kalle is present in all social networks, in audio and video aggregators, and in DTT.

Caracol Next We are the digital business unit of Caracol Television and handle the presence of brands on digital platforms.

We continue to work to strengthen synergies internally; to strengthen the quality and supply of content, innovation and new narratives; and build audience loyalty and conquer new users.

We remained leaders of the Colombian digital market and one of the most relevant in the Latin American market. Our main challenges revolve around being constantly current, quickly adapting to changes resulting from digital disruptions in the world, and being a benchmark for innovation and application of new technologies to improve the experience with which audiences access the content of the assets and digital brands of Caracol Television.

In the ComScore ranking for December 2018, Caracol Next placed second place after Google in the Top 15 Multi-‐platform Properties (Desktop and Mobile) in Colombia with 10,820 total unique visitors/viewers and a range of 43.4%.


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Style and Digital Content Editorial Manual SDG 16 It clearly and objectively guides the limits on the production and publication of content for all brands with their respective characteristics, and applies to all those who are part of the digital teams and those that are part of other teams within the Company and also have a relationship with digital audiences, who have to read, sign off and abide by the principles established therein.

It was built based on the guidelines that we already had in Caracol Television, and in the best practices of leaders in the television, radio, print and digital market, and we include the views of the Legal Division, especially with regard to third party rights.

In 2018, we referenced other Caracol Television guidelines to facilitate its automatic update and incorporated the principles of the Framework for the creation, production and dissemination of responsible and quality content, we finalized it and published it.

Multi-‐platform synergy with The Queen of Flow As a product of a convergent exercise and a 360 degree strategy, in which a television production is transformed and consumed massively on digital platforms, the music of La Reina del Flow [The Queen of Flow] hit more than five million streams in less than two months in the most used music consumption applications in Colombia and Latin America (Spotify, Deezer, Apple Music and Shazam, among others) and 130 million organic reproductions on YouTube. We support digital initiatives We are Media Partners of the Bogota Audiovisual Market (BAM), which strengthens the country's audio-‐visual industry, because it connects the national and international audio-‐visual sector to generate business, increase the visibility of the participants and boost the growth of companies. In this scenario, we have participated by offering conferences and workshops on the production and dissemination of digital audio-‐visual content. In addition, for four consecutive years, we have led the call for new content creators with the Shock brand, where we have financed the production of a pilot project with the goal of promoting the new ideas of those who dream of making their first online project.

We work with Endeavor to drive the world of Colombian entrepreneurs by providing editorial support for their initiatives, we joined the various Endeavor events (ScaleUp Conferences, Inspire Talks, Women with Impact, Endeavor Gala, Global Entrepreneurship Week) through dissemination before, during and after each one, and we provide support with editorial coverage and interviews with the different speakers and judges. Additionally, the top Endeavor venues included the participation of Marcelo Liberini as a guest speaker and with a set of interviews, all this as a media outlet partner.


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Acknowledgments • Testosterona Pink14 was recognized at the India Catalina Awards as the best Colombian

web fiction series. • The Digiday Awards awarded the Somos Panas Colombia campaign, spearheaded together

with UNHCR and Save The Children, as Best Social Good Campaign.

Film We continue contributing to strengthening the country's film industry.

Motion Pictures Birds of Passage, written by María Camila Arias and Jacques Toulemonde, directed by Cristina Gallego and Ciro Guerra, and backed by Caracol Television and Dago García Producciones, is of historical importance for the country and for the world. Spoken in Wayuunaiki, Birds of Passage recreates the beginnings of drug trafficking, the era of the so-‐called bonanza marimbera [marijuana bonanza] that led to the clash between ambition, tradition and honour. All the ancestral values were razed by the excessive corrupting power of greed and money. Chosen to open the 50th season of the Directors' Fortnight of the Cannes Film Festival, a space dedicated to even more risky and purposeful film that pays special attention to the production of independent fiction, shorts and documentaries seeking individual talents and originality of the directors; 22 nominations and 13 international awards are part of the international tour of this film that was among the 9 shortlisted by the Academy of Motion Picture Arts and Sciences at the Oscars.

Monos, directed by Alejandro Landes, became the first Colombian film to win an award at the Sundance Film Festival, in the World Cinema Dramatic Competition category. His tour at the Berlin Film Festival was equally successful and right there he inspired the warmest praise from European critics. This trip through festivals had its next stop within the framework of the Cartagena International Film Festival (FICCI) where it first shown in Latin America at the Adolfo Mejía theatre. The inhospitable landscapes of the Chingaza moor (Cundinamarca) and the Samaná River canyon (Antioquia), framed by the music of Mica Levi (Oscar nominee in 2017) lead the viewer to the adventure of a community of 8 young people who, at the margins of society are searching for their identity, establishing from their own personal convictions, the norms to create a self-‐sufficient coexistence.

Killing Jesus was undoubtedly the revelation film of the year in Colombia. Directed by Laura Mora, it has won 18 international awards and has had 16 nominations, including 5 prizes and 6 nominations at the Macondo Awards in Colombia. This film tells the story of a young 22-‐year-‐old student who witnesses the murder of her father; a professor at a public university, and together with her family faces the impunity of that crime. A couple of months after the murder, the young woman accidentally crosses paths with Jesus, her father's young murderer, a meeting that leads her to defining the limits of her own humanity.

14 https://www.caracoltv.com/testosterona-‐pink


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Documentaries Ruben Blades Is Not My Name, co-‐production with Panamá, in which for the first time the Latin American salsa icon shows his most intimate side in this documentary which was nominated in its category at the Goya awards.

Sangre Blanca, is a tour through jungles and rivers of Colombia and Peru, in which the massacre of the rubber tappers and the indigenous holocaust are reconstructed.

The Witness, a documentary directed by Kate Horne and produced by Caracol Television, in which Jesús Abad Colorado takes us through his narration and photographs to the toughest story of the Colombian conflict, the history of the victims, their pain in the past and their hope for the future.

Short films Blood and Yeast, tells the story of a group of bakers who are forced to work under appalling conditions. Winner in five categories of the Gran SmartFilms awards.

One Last Time, a man with great imagination tells his daughter several fantastic stories about his mother, while, on television a leading dignitary broadcasts his last words to the world, before the imminent impact of a meteorite on earth. Winner in the professional category Best Jury Voting in the Gran SmartFilms.

Close or solidarity content with global concerns (social and environmental) SDG 12 and SDG 16

Titanes Caracol15 During the fourth edition of Titanes Caracol 2018, we not only recognized the solidarity and committed work of anonymous Colombians who, on their own initiative, seek to transform the world, but also made visible how each Titan's dream #TransformaNuestroMundo [#TransformOurWorld].

In five different categories, twenty-‐five Colombians showed the good actions with which they seek to transform their communities and the Colombians chose their five favourite Titans.

• Nominated Titans: 2,245 • Titans who accepted the nomination: 900 • Votes received: 318,727

15 https://titanes.noticiascaracol.com/


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2018 Titans Winners16 Environmental Sustainability, sponsored by ENEL Codensa Martha Toledo

Health and Wellness, sponsored by Coosalud Jose Altahona Education, sponsored by the University of La Salle Juan Camilo Chavez

Technology and Connectivity, sponsored by TigoUne Hernando Hernandez Culture, sponsored by Sura Colombia Frank Villanueva

These Titanes Caracol 2018, will receive personalized support, for nine months, by the non-‐profit corporation Compartamos con Colombia, where they will be provided with the necessary tools to achieve a higher level of management and power their projects.

Citizens' coexistence Principle 1 of the United Nations Global Compact and SDG 5 We understand citizens' coexistence as a scenario where the priority for community life is peace and the absence of violence, the acceptance of cultural and opinion differences, and respect for minimum norms. In this sphere and due to the high impact that violence against women is causing on society and the family, we have committed ourselves in a special way in the fight against gender violence.

Action fronts identified with expert organizations Cohesion: promote joint work to achieve common goals and greater impact.

We carry out initiatives in partnership with governmental and non-‐governmental organizations, and with other sectors of civil society, to foster citizens' coexistence.

In 2018 we carried out new Citizens' Coexistence workgroups: prevention of gender violence, with the aim of jointly structuring our new campaign We are Equal, targeted at drawing attention to the need to recognize differences without discrimination against them, and encourage their recognition and respect, in order to build a better present and future based on diversity.

Consistency: generate content and languages that do not contribute to promoting stereotypes and symbolic violence against women.

Whenever our products allow it, we suggest reflections and debates about borderline situations faced by the protagonists and present positive social solutions, and we call attention to issues through reports in news and press shows.

Visibility: leveraging of our broadcasting capacity to communicate and promote the urgency of preventing and eradicating gender-‐based violence, as well as the work carried out by the different organizations around this issue.

In the annual campaign that we carry out in partnership with entities such as the Programa Integral contra las Violencias de Género of United Nations [Comprehensive Program against Gender Violence] and the Consejería Presidencial para la Equidad de la Mujer [Presidential Council for Women's Equity], in 2018, we broadcast 422 commercials for a total of 270.33 minutes in

16 You can learn about their stories at https://titanes.noticias.caracoltv.com/noticias/hernando-‐hernandez-‐titan-‐de-‐la-‐tecnologia-‐y-‐la-‐coneividad


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television, and we made an approximate on screen time investment of COP$ 5,754,676,85017.

GolYPaz líderes cambiando el juego [Goal&Peace leaders changing the game] GolYPaz líderes cambiando el juego, generates capabilities for people affected by the conflict, using football as a methodology educate on peace issues.

As part of the week of GolYPaz líderes cambiando el juego, a meeting was held with more than 100 community leaders, from remote and conflict-‐afflicted regions (victims and people in the process of reintegration), in which we were present.

"We support these initiatives of citizens' coexistence and social transformation where the priority for community life is peace and the absence of violence." José María Reyes, Sustainability

and Synergies Coordinator

#SomosPanasColombia Campaign This initiative, launched with Save the Children and UNHCR, was created to discourage discriminatory messages that circulate daily on social networks against the Venezuelan population and to promote solidarity. We conducted a social experiment that began with a game of Chinese whispers in which Colombian and Venezuelan children had to read a message and pass it on to their partner on the side. The first messages were innocent, and later messages appeared pulled from what users write on social media, which reflected discrimination against Venezuelans who have arrived in the country.

What did the children feel about xenophobia? The children not only refused to repeat the messages, but they understood that xenophobia is not a game. The courage of children to protect, respect and generate solidarity with other children was clearly demonstrated, because they focused on the value of people, in what unites them, what they can share and not on what they have been told that separates them.

The campaign garnered an award as Best Social Good Campaign, at the 2018 Digiday Awards.

#LaDiferenciaSuma campaign With the hashtag #LaDiferenciaSuma the users of our social media (Facebook, Twitter, Instagram) participated in this campaign during December. There, we called for Colombians to put aside differences of all kinds (gender, race, culture, beliefs, trends, etc.); we promoted inclusion; we delivered a message of unity, respect and tolerance for others; and we emphasized that prejudices divide, fears subtract and differences add up.

“With this campaign, we want Colombians to reflect on the type of stories we build from our prejudices. It is a call to see that differences do not have to divide us, but quite the opposite:

#LaDiferenciaSuma. ” Carolina Rodríguez, Corporate Marketing Manager

17 Corresponds to an average of the rates of all Caracol Television time slots, from Monday through Friday and on weekends, to June 2018.


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#NosMueveColombia Stories We continue building up the #NosMueveColombia communications platform, where we strengthened our participation in regional parties and events, with the aim of generating innovative content that allows the audience to be emotionally connected to local cultural, social and environmental issues. We produced 5 pieces that had a total of 3.8 million views.

Own messages and partnerships Number of messages 2014 2015 2016 2017 2018

Institutional (alcohol, testimonials, gender violence) 1,540 1,161 1,189 1,307 2,105

Social support / other 556 872 427 931 1,591 Cultural (those that promote idiosyncrasy and culture, such as theatre and fairs) 1,083 677 756 268 638

Total 3,179 2,710 2,372 2,256 2,910

Own campaigns Number of campaigns 2014 2015 2016 2017 2018

Violence, alcohol and the environment 8 7 12 12 13 Investment (million Colombian Pesos)18 4,820 3,819 3,906 10,55719 14,93220

Audience interaction and satisfaction The direct feedback from our audiences through the Viewer's Ombudsman and Viewer Services, ensures the practice of our values and the non-‐violation of their rights, and channels the creation and production of our content to offer quality programming aligned with their expectations. The main task of these instances is to respond, explain or solve the concerns or possible conflicts that may arise between audiences and Caracol Television, as well as to ensure compliance with our principles for the creation, production and dissemination of responsible content of quality

Viewer's Ombudsman21: Doble Vía [Double via] Total communications processed by the Ombudsman

2014 2015 2016 2017 2018 9,006 16,769 7,558 10,313 10,402

18 Includes production costs and valuation of advertising. 19 Corresponds to the average of all rates published as of June of the reporting year including weekends only for issues related to violence, alcohol and the environment. 20 Corresponds to the average of all rates published as of June of the reporting year including weekends only for issues related to violence, alcohol and the environment. 21 http://www.caracoltv.com/defensordeltelevidente


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Congratulations In total, we received 135 congratulations focused on Noticias Caracol where the coverage of special events and the Titanes Caracol initiative were particularly highlighted; and in La Voz Kids for being an inspiring family program that strengthens the Colombian culture.

Twenty programs with the most complaints There were a total of 10,198 complaints, of which 86% were related to 20 programs that totalled 8,805 communications.

Productions Number of complaints

Audience Opinion

Yo Me Llamo 2018 1,453 • Abuse of the contestants by the jury.

Noticias Caracol 1,271

• High number of negative and violence-‐related news.

• Extensive. • Coverage of only a few regions and coverage

focused on negative aspects.

La Red 566 • Disrespect toward the audience through a

language of innuendo and vulgarity, not suitable for the schedule in which it is broadcast.

The Challenge Super Humans

548 • Poor selection of contestants. • Inappropriate language and costumes. • Absence of values.

Without Breasts There Is Paradise 2 495 • Glorification of the mistreatment of women,

violence, drugs and prostitution.

La Voz Kids 3 453 • The coach's inappropriate clothing, considering that the participants are minors.

The Wall 406 • Not very credible: plays with people's dreams. • Mistrust regarding the selection of participants.

Elif 395 • Presentation of child abuse and kidnapping.

Séptimo Día 369 • Generalizations, prejudices and speculations on various issues such as the professions of people.

Sábados Felices 346 • Humor full of innuendo. • Mockery and mistreatment of women and

against different physical conditions.


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Productions Number of complaints Audience Opinion

Día a Día 286 • Request for renewal and inclusion of interesting

topics, because scenes from reality shows being aired are repeated.

La Reina del Flow 268 • Sets a bad example, due to the presentation of

violence, drugs and everything that revolves around these issues.

La Piloto 252 • Narco-‐soap opera. La Vuelta Al Mundo En 80

Risas 248 • Taunts related to the culture of other countries. • Inappropriate language, vulgarity and innuendo.

Moisés y los 10 Mandamientos 208 • Removed from the air without having finished.

Tu Voz Estéreo 136 • Sets a bad example for young people, because of

its reiteration and abuse of sexual issues and other related issues such as infidelity.

Mom of Number Ten 125 • Glorification of infidelity and family disunity.

Los Informantes 119 • Dissemination of a bad image of Cartagena

(open-‐air brothel), San Andres (violence), and Agua de Dios (leprosy).

Voz Populi Teve 116 • Mockery of the church and the opponents of the presidents, etc.

The Suso's Show 105 • The host stigmatizes names, professions and abuses innuendo.

Other complaints

Of the 10,198 complaints received in total, 14% were related to other matters, that is 1,393 communications.

Complaints Number of complaints

Writs of injunction and petition centred on requests for rectification from News, Séptimo Día or Los Informantes. 349

Request for greater intervention by the Viewer's Ombudsman and the strengthening of the Caracol Television's response process (Two-‐Way).

292

Criticisms of commercials. 274 Requirements to improve weekend movies because they are old repeated or trimmed. 132 Related to schedules and lack of variety in programming. 71 Difficulties in access, especially in football matches. 48 Lack of programming for children and repetition of the stories of the Brothers Grimm. 47 Poor internet service and high number of violent news pieces. 45 Request for more varied programming. 43


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Viewer Services22 Means of contact 2014 2015 2016 2017 2018

Total communications in both media (web and telephone) 7,527 5,122 2,644 2,947 4,682

Link Contact us on the website (percentage)

91.65% 80.73% 90.6% 91.34% 92.85%

Telephone (percentage) 8.34% 19.26% 9.3% 8.65% 7.15%

Total netizens who visited the page

2013 2014 2015 2016 2017 2018 63,162 64,307 66,123 65,241 62,109 84,754

Reasons for queries

2014 2015 2016 2017 2018

Number Percentage Number Percentage Number Percentage Number Percentage Number Percentage

Complaints 1,210 16.06% 195 11.22% 531 20.08% 502 17.03% 766 16.34%

Suggestions 151 2% 30 1.73% 120 4.5% 334 11.33% 584 12.47%

Requests 5,847 77.68% 1,471 84.74% 1,916 72.4% 2,028 68.82% 3,246 69.35%

Congratulations 319 4.23% 42 2.42% 77 2.91% 83 2.82% 86 1.84%

Total 7,527 100% 1,738 100% 2,644 100% 2,947 100% 4,682 100%

Yearly variations 2018 and 2018

Complaints Suggestions Requests Congratulations

2017 502 334 2,028 83

2018 766 584 3,246 86

Var No. 264 250 1,218 3

Var% 52.39% 74.85% 60.11% 3.61%

Complaints These 15 programs represent 82% of the complaints received during 2018.

22 http://www.caracoltv.com/servicio-‐al-‐televidente


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The biggest complaints revolve around:

Noticias Caracol

• Inaccuracy in the information presented in the news pieces.

• Partialized or incomplete information. • Centralization of news.


• Abusive coach (Osmin). • Violence is encouraged especially in contact challenges. • Inappropriate language. • Inappropriate clothing.

Gol Caracol • No broadcast of all matches. • Live signal suspended during matches.

Yo Me Llamo • Jurors mistreating participants.

Noticias Caracol

“How much filler news, so banal, fatuous and empty! Reporters nationwide broadcast nonsense.”

"Why don't they broadcast information from the Chocó region every day like they do with other regions?"

“Why do they interview and receive opinions from people who have hurt this country.”

“You see a lack of neutrality when presenting a report when the National Police are involved. They run headlines with innuendo, inducing misinformation in citizens. Learn a little bit about police law, police activity, criminal law, grounds for no criminal liability.”

"I am sad to know that one of our cities suffers a catastrophe because of an earthquake and you grant more importance to a football team."


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“They showed very obscene images around the attire of the participants. I request that they not show such images as my children watch that show. ”

“This program sells itself, it is not necessary that they fall into the typical strategy of women's exhibitionism. This year my family and I will not see the Challenge. At the moment, you are the best channel, so you don't need those strategies.”

"I have always seen the show, I like it a lot, but I don't think that a test with so much physical contact where we saw punches, kicks and insults should be shown on television, because it incites violence."

“How do you allow participants to be physically and verbally attack each other? They must demand respect and good sense from the participants and refrain from swearing.”

Gol Caracol

“Why do they buy the rights of the whole World Cup, if they're not going to broadcast the matches?

“In the previous World Cups, I congratulated you, you ran most of the matches, for example, of the Brazil 2014 World Cup, but now they only publish one game. We are very unhappy. ”

"How is it possible that the Caracol channel, that called itself the World Cup's channel, does not broadcast games and just runs repeats of what was already seen?"

Without Breasts There Is Paradise 2

“Why this soap opera always affected in the schedule. On previous occasions it was one hour and they cut it to half an hour and now they plan to withdraw it for a few days for a program. ”

"I want to express my disapproval with the way they cut the last episodes of the series, they left the plot halfway."

"I do not agree with the lousy end they gave it, there were many unfinished things; they do not show who the queen was, what happened to the Devil, the Titi and other characters."

"This is no way to end a series with such a wonderful cast and professionals in what they do."

Congratulations These 15 programs represent 83% of the congratulations received during 2018.


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La Voz Kids 3

“I want to congratulate you for this beautiful show, where the protagonists are children. Thank you for this program. ”

“At the end of this first part, I want to congratulate you for the coaches you selected. They make this program very family-‐oriented and full of mental health. This is how television should be made! ”

“This year the group of coaches was the best choice. Every night they make us feel that every child is super important. ”

The Wall

"Congratulations on The Wall show and its dynamic development. In addition to being a generous show that helps fulfil the dream of many people with social sensibility, showing the Colombian of today that they can contribute with solidarity to achieve dreams."

Noticias Caracol

“A big surprise with the broadcast of the news-‐report about Lake Cota. Concise, well structured and revealing. Congratulations to the team of journalists that did it. ”

“I congratulate you because the minutes dedicated to the environment have increased, as they should be. I hope this trend continues showing both the positive and negative impacts of humans on the environment. ”

Gol Caracol

"Congratulations on the broadcast of the 2018 World Cup in Russia, for the great coverage of people who shared information from different places and not only from the games, but also from the culture."


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“Thanks to the Gol Caracol and the HD2 signal, which broadcast a large part of the football matches of the last World Cup in Russia. Thank you for the effort and interest you showed in bringing these matches to Colombians, some live and others recorded.”

Séptimo Día

“I congratulate the journalistic work of the Séptimo Día team where you help clarify and provide information about the facts.”

“I congratulate you for the program on bad building managers and I suggest that you continue to present these types of programs aimed at socializing knowledge of the law and encouraging compliance.”

La Reina del Flow

“This series has an authentic story and, even if they sing reggaeton, is not vulgar. Hopefully this will help today's musicians so they know what meaningful music is. ”

"I really like it for its drama and characters."

“Spectacular performance of Carlos Torres and Adriana Arango. Happy with the idea of The Queen of Flow 2. ”

Challenges that inspire us to keep moving forward • Continue working on innovative and impactful productions. • Cement our position as the best source of information and responsible entertainment in

the country. • Improve radio coverage and continue assembling a competitive programming slate. • Search for, promote and execute projects to diversify businesses in the digital world. • Strengthen synergies between our different media. • Enhance internal empowerment vis-‐a-‐vis our principles to create, produce and

disseminate responsible and quality content.


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Profitable and sustainable growth What inspires us: material issues GRI 102-‐44 and GRI 102-‐47

1. Ethics and integrity SDG 16 2. Generation of shareholder value 3. Good corporate governance SDG 16 4. Transparency23 SDG 16 5. Intellectual property and copyrights 6. Information security 7. Active participation of the Board of Directors in addressing sustainability issues 8. Privacy and data protection 9. Active participation in the debates of the audio-‐visual sector and in the development of public

policies 10. Adherence to the sector's codes of conduct

Why does it inspire us GRI 102-‐11, GRI 102-‐15, GRI 103-‐1 and GRI 103-‐2 We are committed to generating profitable and sustainable business growth, and to guarantee shareholders a return on their investment, while creating value for stakeholder groups.

We work tirelessly on the creation, production and dissemination of innovative content that allows us to win the audience's preference, and consequently, the purchase of advertising spaces by advertisers.

We make decisions and implement concrete actions in favour of responsible competitiveness that helps maintain a balance between economic growth, social development, and environmental protection, which will allow us not only to achieve our goals, but also to properly manage risks, obtain effective financial leverage and attract investments.

23 For more information, go to the annual management reports at https://www.caracoltvcorporativo.com/inversionistas/bolsa-‐de-‐valores and sustainability reports at https://www.caracoltvcorporativo.com/responsabilidad-‐corporativa/reportes


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Our corporate governance practices are characterized by leadership that revolves around aspects such as legitimacy, respect for norms and rights, transparency and accountability.

We ensure equitable treatment for shareholders and protect their rights through control processes and mechanisms for timely and accurate disclosure of information.

We consolidate our business framed in ethical behaviour, and for this, we promote integrity, respect and transparency, we have controls in place and we have ways to carry out the corresponding actions in case of non-‐compliance.

We build relationships of trust and mutual benefit with stakeholders, with whom we maintain permanent communication and share our values.

Generation of shareholder value Material issue

Economic performance (millions of Colombian pesos)

2016 2017 2018 Total revenue from ordinary activities24 729,028 718,453 755,126 Cost of sales -‐468,842 -‐446,578 -‐466,289 Gross profit 260,186 271,874 288,837 Administrative expenses -‐71,188 -‐74,927 -‐78,082 Sales expenses -‐109,222 -‐108,796 -‐103,319 Other revenue 46,399 39,579 42,953 Other expenses -‐16,375 -‐18,253 -‐46,348 Operational profit 109,800 109,478 104,041 Financial revenue 69,496 22,160 39,448 Financial expenses -‐94,694 -‐51,357 -‐62,090 Profit before income tax 84,602 80,281 81,398 Income tax -‐17,693 -‐9,501 -‐12,983 Profit and loss for the year 66,909 70,780 68,415 Depreciation and amortization expenses 37,366 38,187 38,162 EBITDA 117,143 126,339 145,598 Total investment 24,750 31,278 28,728 Shareholder dividends 65,740 68,369 74,67625

24 Includes advertising (television, radio and other media), international sales, television and other businesses, income from share interests and contributions from co-‐productions, other operational revenue, returns and discounts. 25 Value approved at the General Meeting of Shareholders, which was held in March 2019.


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Operations (thousands of Colombian pesos)26

Broadcasting and transmission network

Operations Other assets Total fixed assets

2014 6,131,337 7,751,540 11,503,627 25,386,504 2015 13,515,473 4,481,891 6,356,684 24,354,048 2016 6,647,215 6,458,285 13,710,514 26,816,014 2017 9,490,827 6,631,728 15,929,322 32,051,877 2018 11,667,280 5,092,553 12,454,061 29,213,894

Revenue by source (millions of Colombian pesos)

2014 2015 2016 2017 2018 TV advertising 632,543 577,935 577,482 563,739 581,280 Radio advertising 27 19,942 24,154 24,291 32,239 40,154 Advertising other media28 16,706 20,371 22,056 21,304 21,564 International sales 59,001 62,868 75,202 72,799 88,916 Television and other services29 9,911 26,990 21,717 24,431 22,908 Revenues from share interests and co-‐production contributions30

6,826 6,049 10,893 6,502 3,411

Other operating income 5,083 5,415 5,276 5,186 5,146 Returns and discounts -‐ 8,155 -‐7,584 -‐7,889 -‐7,748 -‐8,254 Total income 751,896 716,198 729,028 718,453 755,126

Products Sales 2017

(thousands of millions of Pesos)

Sales 2018 (thousands of

millions of Pesos)

2017-‐2018 variation (%)

Caracol Television 563.91 581.28 3.1%

El Espectador 17.66 16.36 -‐7.4%

Press Magazines 0.28 0.32 13.5%

Magazines 2.48 1.72 -‐30.7%

Digital (Caracol Next) 14.01 15.59 11.3%

Cine Colombia 10.73 9.00 -‐16.2%

BLU Radio 30.50 36.36 19.2%

La Kalle 1.91 3.70 93.5%

Total 641.49 664.58 3.6%

26 The figures correspond to purchases of fixed assets during the reporting year. They do not include construction in progress, nor equipment in transit. 27 Not including portals. 28 Including digital. 29 Corresponding to revenue from renting studios, television cameras, commercial production, leasing of offices, subscriptions to the channel's signal, among others. 30 Corresponding to businesses shared with other producers.


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Advertising revenue received from government sources

2014 2015 2016 2017 2018 Government advertising (millions of Colombian pesos)

28,675 15,037 17,835 14,445 17,245

Total Communications Regulation Commission (CRC) (Million Colombian Pesos)31

632,432 577,935 577,482 563,739 581,280

We continue leading the audience results in the country and continue as leaders in television, radio and digital 7 consecutive years of television leadership

• We consolidated television as traditional media, despite the multiple entertainment options and the downward trend of the advertising market32.

• We achieved significant audience results33. • We remained as leaders for the seventh consecutive year, with respect to all national and

foreign channels, adding all channels of the same brand or media group. • We achieved the highest television consumption in our history: 65 minutes average per

person, per day, from Monday through Friday. • We grew 3.1 percentage points compared to 2017 sales.

Average share34 on the total day, from Monday through Sunday (percentage points) Caracol Television 29.9% RCN 15.1% Televisión por cable (agrupa a más de 300 canales) 47.7% Canales regionales (Teleantioquia, Telecaribe, Telepacífico, Teleoriente, Telecafé, Telemedellín, Canal Capital) y Señal Colombia

3.8%

Canal UNO 3.2%

Average share in the primetime slot (percentage points)

Caracol Television 39.8% RCN 14.6 % Televisión por cable (agrupa a más de 300 canales) 38.7% Canales regionales (Teleantioquia, Telecaribe, Telepacífico, Teleoriente, Telecafé, Telemedellín, Canal Capital) y Señal Colombia 3.1%

Canal UNO 3.6%

31 We report on sales reported in the P&L statement. 32 Source: ASOMEDIOS, the Colombian Association of Communications Media: a non-‐profit organization that brings together most of the companies in television, radio, magazines, outdoor advertising and digital media operating in the country. ASOMEDIOS conducts an annual study to estimate ad spending on these media, using real data from member companies and estimating the remaining data. 33 All audience figures in this chapter are taken from the IBOPE Media reports, an IBOPE group company, with operations in 14 countries on the continent, and one of the most important media and market research companies in Latin America. 34 Audience indices are measured by rating and share. The rating is the unit of measure for television consumption based on a universe of households or persons who have television sets and measures those consuming the services provided by a specific media outlet at any given time. The share takes as a universe the total number of television receivers turned on in a specific period of time. Therefore, the sum of share of all channels in the market is always equal to 100, whereas that of the rating depends on the actual number of televisions tuned in.


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News broadcasts continue to lead their time slot

During 2018, in the news broadcasts from Monday through Friday we reached an average share of 33.2% and 5 points of rating average.

6:00 A.M.

• Average share of 38.1% • Average rating of 3.4 points

Noon


7:00 P.M.


11:00 P.M.


Weekends are no exception

The noon broadcast reached an average share of 28.9% with a 5.2% rating and at 7 PM the average share was 30.4% and a rating of 7.9%.

On Saturdays we achieved an average share of 23% and on Sundays of 23.4%.

Sunday, in the primetime slot, we reached an average share of 30% and we continue cementing our position with our opinion programs.

Opinion Programs Average share (%) Los Informantes [The Informants] 28.7% Séptimo Día 31.7% Voz Populi 24.3%

With the broadcast of the matches of the 2018 FIFA Russia World Cup through Gol Caracol, we registered an average share of 49.2% and a rating of 10.4%.

The 10 programs with highest viewership in 2018 were from Caracol Television35

La Reina del Flow was the most watched program and became the series with the largest audience since our launch as a private channel.

• Average share of 48.1%. • Rating 16.7%

Yo Me Llamo

• Average share of 52.1% • Rating 16.1%

35 Figures from the daily television audience study conducted by Kantar Ibope Media.


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Mom of Number Ten


La Voz Kids 3


Without Breasts There Is Paradise 2


BLU Radio: we are cementing our position as a relevant player in the Colombian radio market We achieved 24% growth in sales (consolidated annually) added to our brands BLU Radio and La Kalle.

Caracol Next: we continue to stand out as the leading digital media group in the Colombian market and one of the most relevant in Latin America Throughout 2018, we remained the most important portal network in the country, according to the ComScore multi-‐platform measurement36.

36 ComScore is an Internet marketing research company that provides marketing data and services for many of the largest Internet companies. It also provides tracking of all Internet data in the computers researched in order to study online behavior. (Source: Wikipedia).


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Thanks to the production of original digital video content in short formats, the total views increased steadily throughout the year.

As a result of the coverage of the 2018 FIFA World Cup Russia and the second round of the presidential elections, events that happened simultaneously, we achieved the largest audience figure in the history of digital media in the country, with 13,465,000 Unique Users in June.

International sales Our productions were present in 167 programming time slots of television networks worldwide.

2014 2015 2016 2017 2018 Hours of audio-‐visual content exported

23,000 16,726 17,265 20,805 22,097

Volume agreements signed with Latin American channels

14 15 13 13 14

Percentage of compliance with the revenue budget 89% 77% 114% 106% 112%

Per cent increase -‐9.90% -‐30% -‐0.5% 9.2% 10.28% Revenue received (thousands of pesos) 23,132,644 16,130,193 16,044,634 17,519,464 19,320,081

Distribution of hours of audio-‐visual content exported to the five continents

• We signed content and format license agreements for a total of US$27,618,990 • We renewed the volume contract with Netflix for the next 3 years, starting in 2019, and

under the current agreement. • We strengthened the pre-‐purchase model and confirmed the trust of our customers who

selected three productions whose initial plot and creative process were attractive to them prior to their development. As a result, La India Catalina, The Good Bandit and The Road to Love, will have their first international window on Netflix.

• We achieved a 40% expansion in the programming time slots of non-‐Spanish-‐speaking countries thanks to the direct marketing of products dubbed into French, English and Portuguese.


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• The good reception of Caracol Television products has resulted in renewals with clients such as Netflix, which in 2018 extended the licenses for finished content for productions such as The Cartel of Snitches, The Mafia Dolls, Gabo and The Times of Pablo Escobar.

• Televisa acquired the scripts of Night School, Historias de Hombres Solo para Mujeres, The Mom of Number Ten and The Queen of Flow to adapt them to the Mexican market.

• We licensed 12 titles for Huawei, the world's largest telecommunications equipment manufacturing company and second manufacturer in the world of smartphones.

• In the United States, we signed a package for US$ 975,000 with Estrella TV, the third most important Spanish-‐speaking open television channel, with Mom of Number Ten, Pablo Escobar, The Drug Lord, Broken Promises, The Goddess and The White Slave.

• In Europe we sold finished products and formats to Bosnia, Slovakia, Spain, France, Great Britain, Greece, Hungary, Faroe Islands (Denmark), Italy, Poland, Czech Republic and Romania.

• In Africa we continue with the global agreement with Startimes, which acquired A Carnival Affair and Dynasty (dubbed into English), in addition to River of Passions and First Lady (dubbed into French), and we sold productions for Kenya, Zambia, Nigeria, Uganda, Angola and Ivory Coast.

• In Asia, for the first time, we sold productions to East Timor, for the GMN TV Leste Channel, with the titles The Sweetest Love, First Lady, Surviving Escobar, Alias JJ and The White Slave

• We were present in the world with 92 productions -‐ between series and soap operas -‐ through SVOD platforms (from its acronym in English, Subscription Video On Demand) in the main OTT companies (from its acronym in English, Over the top).

SVOD platforms where we were present with our series and soap operas

20

15

13

11

10

8

8

7


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We continue cementing our Comprehensive Risk Management System (CRMS) GRI 102-‐11 and GRI 102-‐15 Within the framework of the CRMS that is based on the ISO 31000 standard, we drafted a Risk Management Policy, strengthened the components of the internal control system, and developed an Integral Risk Matrix.

Integral Risk Matrix The development of this Matrix entails an exercise that includes:

• Definition of Core Processes, Management Processes and Support Processes for the various Vice Presidencies.

• Identification of Risk Managers. • Enumeration of risks, risk profile and treatment. • Definition of controls and monitoring to validate the execution and effectiveness of said

controls. • Event treatment.

Starting in 2016, we began the identification of the risks of Core Processes and in 2018 we made progress with the Management Processes and the Support Processes, where eight vice presidencies participated.

Results 2018

• 27 risk managers trained. • 173 processes assessed. • 144 risks identified. • 27 action plans approved.

Good corporate governance material issue and SDG 16 We focus on preserving complete and trusting relationships, with the management of the Company, shareholders and investors and other stakeholders, and maintaining the balance between our business capability and control, as well as between our performance and compliance.

We protect the rights of shareholders and investors to whom we report periodically, truthfully and transparently.

General Shareholders Meeting 2017 2018 Number of shareholders present or represented

2 shareholders represented and 3 present

1 shareholder represented and 4 present

Schedule of number of shares, number of votes

876,476,938 shares / 876,476,938 votes

819,503,916 shares / 819,503,916 votes

Attendance rate 99.99% 93.5%


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Caracol Television Board of Directors Members of the Board of Directors GRI 102-‐18 and GRI 102-‐22

• Carlos Alejandro Pérez Dávila, Chairman of the Board of Directors during 2018 • Alejandro Santo Domingo Dávila • Felipe Andrés Santo Domingo Dávila • Alberto Preciado Arbeláez • Carlos Arturo Londoño Gutiérrez • Daniel Gertsacov • Álvaro Villegas Villegas

Effectiveness of the Board of Directors 2018GRI 102-‐22 and GRI 102-‐25 Period (years) Members are elected every 2 years pursuant to bylaws Frequency of meetings Quarterly Total number of annual meetings 4 times a year according to bylaws, 7 times a year in practice Number of face-‐to-‐face meetings 4 Number of remote meetings37 3 Average attendance 94.25%

• Independence of the members of the Board of Directors. The law in Colombia determines when a member is independent and when they are not, and in Caracol Television we follow the national regulation.

• Regulatory guidelines for the Board of Directors. We have a Code of Good Governance in place38 and with Regulations on the Board of Directors, which is not publicly accessible and is filed in the Office of the Secretary General of Caracol Television.

• Controls to avoid possible abuse of power by members of the Board of Directors. There is delimitation of duties in the bylaws, in the internal regulations of the Board of Directors and in the conflict of interest regime.

• Limit to participation that members of the Board of Directors may have in other boards. According to law in Colombia, a person cannot be a member of the Board of Directors in more than five corporations.

• Performance measurement of the members of the Board of Directors. The performance is assessed every two years within the framework of the Shareholders' Meeting.

• Conditions for compensation for the Board of Directors and the Chairman of the Board. The Shareholders Meeting sets these.

• Specific share ownership requirements for the CEO and other members of the Board of Directors. We are governed as regulated under Colombian law.

Board of Directors Regulations GRI 102-‐16 Guarantees transparency and prevents the ambiguity of interpretations regarding the duties and regulations of this governing body.

37 In accordance with articles 19 and 20 of Law 222 of 1995. 38 https://www.caracoltvcorporativo.com/inversionistas/bolsa-‐de-‐valores


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Nomination process for the members of the Board of Directors Our Board of Directors nomination process does not consider criteria of diversity and complementarity of skills. However, our Board of Directors has persons who represent different sectors and have diverse skills.

Oversight bodies

• Audit Committee. Comprised of all members of the Board of Directors. • Statutory Auditor. Ernst & Young-‐Felipe Augusto Janica Vanegas and Jennifer Andrea

Pareja Quijano. • Internal Audit. Deloitte Touche

Committees GRI 102-‐18

Corporate

Corporate-‐Administrative

Corporate Financial

Corporate-‐Technology

Marketing

Secretary General

Channels

Operations

Production

Content Distributor

Ethics and integrity Material issue, Principle 10 of the Global Compact and SDG 17 Ethics and integrity are the basis for creating, increasing and preserving shared value, and therefore, are essential for the success of our business.

Code of Ethics39 GRI 102-‐16 Establishes guidelines for personal and professional conduct, principles, values and moral foundations of a universal nature and offers guidelines for:

• Guarantee the protection of the rights and interests of all persons and of the Company. • Guide decision-‐making and behaviour from a perspective of decency and integrity. • Frame our relationships with the various stakeholder groups: shareholders, employees,

vendors, audiences, advertisers and with society in general.

From a preventive standpoint, the Code includes guidelines for acting with regard to:

• Outreach with stakeholder groups,

39 https://www.caracoltvcorporativo.com/sites/default/files/codigo_de_etica_caracol_television_0.pdf


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• improper acts, • conflicts of interest, • bribes and corruption, • gifts and entertainment, • use of assets and resources, • handling privileged information, • intellectual property, • responsible advertising and • environmental responsibility.

Its compliance is mandatory for all employees, vendors and members of the Board of Directors. Conducts in breach of the Code hereunder shall be sanctioned in accordance with that set forth in law, the internal regulations, and the employment contract.

Procedures for avoiding and resolving conflicts of interest GRI 102-‐25 Shareholders • Independent arbitration.

Contributors • Statutory Auditor. • Internal Audit. • Other oversight bodies.

Vendors • Oversight bodies of Caracol Television.

Reporting mechanisms GRI 102-‐17 • Suggestion Box, complaints, claims, and whistleblowing. • Email: [email protected] • Intranet. • Corporate portal www.caracoltvcorporativo.com.co in the Contact Us section, SQRD [Spa.

abbr. Suggestions, Complaints, Claims, Whistleblowing] channel.

We updated our standards • Data governance. We renewed the supporting documents required for the creation and

maintenance of data. • Assets-‐properties, plant and equipment. We update according to the provisions of the

International Financial Reporting Standards regarding the denomination of asset, cost, depreciation, and we likewise updated the write-‐offs process.

• Imports and exports. We modify in accordance with the current Customs Regulation established by the DIAN [Spa. abbr. Directorate for National Taxes and Customs].

• Payment to suppliers. We reduced the term to approve or reject an invoice or account to three days and included the steps to be followed for the payment of invoices endorsed by suppliers.

• Negotiations with barter transactions. • Use of software not supplied by IT Manager's Office We included the management of

subscription software and the frequency with which inspections are carried out on the Company's computers to verify that all installed corporate software is legal and authorized.


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• Contracts. We updated matters regarding contracts with minors and foreign natural persons.

• Comprehensive risk management policy. We established the risk management methodology integrating the Company's processes, and we started the process for the identification, analysis, assessment, treatment and monitoring of the main risks and threats in Caracol Television.

Challenges that inspire us to keep moving forward

• Strengthening dissemination and empowerment related to ethical issues both internally and with external stakeholders.

• Implement AML/CFT (Anti-‐Money Laundering/Combating the Financing of Terrorism). • Maintain the leadership of our different media (television, radio and digital). • Drive synergies between traditional brands (television and radio) and digital ones. • Address the demand of new generations. • Innovate in the search for other businesses.


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Development of Caracol Talent and their families What inspires us: material issues GRI 102-‐44 and GRI 102-‐47

1. Quality job opportunities SDG 8 2. Development 3. Communication and participation 4. Wellness 5. Occupational Health and Safety SDG 3 6. Diversity, inclusion and equity SDG 5 7. Organizational climate

Why does it inspire us GRI 102-‐11, GRI 102-‐15, GRI 103-‐1 and GRI 103-‐2 Talent Caracol is our Development and Well-‐Being Strategy for employees and their families, which we manage through three pillars:

• Corporate culture. Create a culture based on the development of creativity and innovation for all talent, regardless of the work area.

• Development. Generate quality work opportunities, with fair remuneration, in conditions of equity, inclusion, equality and respect.

• Organizational climate. Offer an environment of respect, recognition and well-‐being in the work milieu to attract, retain and motivate the best talent.

Quality job opportunities Material issue and SDG 8 We work tirelessly to attract, strengthen and retain our Caracol Talent, in an organizational climate where respect and good treatment are our premises, and within the framework of our Development and Well-‐Being Strategy.


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Number of employees GRI 102-‐8

2014 2015 2016 2017 2018 Payroll 1,645 1,747 1,823 1,891 1,950 Provision of services 791 710 843 615 784 Temporary 155 175 234 182 186 Total 2,591 2,632 2,900 2,688 2,920

Minors who are part of the artistic talent GRI 102-‐8

2014 2015 2016 2017 2018 5 8 11 9 10

Interns GRI 102-‐8

2014 2015 2016 2017 2018 95 86 87 94 100

New employment contracts40

2014 2015 2016 2017 2018 Total 366 372 408 399 382 Percentage over total payroll 22.25% 21.29% 22.38% 21.09% 19.59%

New hires by gender

2014 2015 2016 2017 2018 Male 209 204 247 220 209 Female 157 168 161 179 173

New hires according to origin

2014 2015 2016 2017 2018 Bogotá 343 334 337 239 334 Other regions 23 36 69 156 46 Foreigners 0 2 2 4 2

New hires according to age ranges

2014 2015 2016 2017 2018 18 to 20 years 6 11 14 16 16 20 to 40 years 316 319 345 326 319 41 to 55 years 39 40 48 52 43 56 to 60 years 5 1 1 5 2 Over 60 years 0 1 0 0 2

40 Only includes people engaged through an employment contract.


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Average cost of hiring new full-‐time employees41 (Colombian pesos) 2017 2018

1,570,113,052 932,095,878

Employees who quit their job according to cause (persons in payroll)

2014 2015 2016 2017 2018 Dismissal 36 54 85 105 67 Death 0 0 2 1 2 Mutual agreement 0 0 0 0 0 Contract expiration 19 77 76 75 123 Resignation 114 144 168 147 141 Total 169 275 331 328 333

Turnover rate

2014 2015 2016 2017 2018 Total turnover rate 13.3% 6.1% 4.3% 3.7% 3.1% Voluntary turnover rate42 15.32% 13.05% 13.17% 13.33% 12.36%

Remuneration: Our salary policies are defined exclusively by senior management and exceed what law requires. For the operational level, in addition to legal aid, we voluntarily offer others that favour them in the exercise of their activities.

• Direct employees: the salary allocation is set according to the internal policy that evaluates the academic level and the specialty, as well as the scope of the position to be occupied (importance and impact of the duties vis-‐à-‐vis the business core, level of responsibility, handling of resources, decision-‐making and level).

• Contractors: the fees are set according to the duration of the activity and the resources that must be implemented at the discretion of each of the areas of origin.

• Interns: we remunerate in accordance with national law, complying with the quota established by the National Apprenticeship Service (SENA, from abbr. en Spa.).

Diversity, inclusion and equity Principle 6 of the United Nations Global Compact and SDG 5 We recognize, respect and value all people from their individuality and their difference in gender, race, age, sexual orientation, culture, attitudes, skills and ways of seeing the world.

We are convinced of the relevance of having a work team made up of diverse people that at the same time reflect our values; to promote an inclusive work environment in which each employee gives their best; and to facilitate equal opportunity.

The materialization of our Strategy is reflected in actions that are part of everyday life, from the commitment of senior management and leaders, with whom we work permanently to promote equity, trust and active listening among their work teams. 41 Refers to the monthly cost of hiring employees hired during the reporting period, not the average cost of all employees. 42 The voluntary turnover rate only includes workers who voluntarily quit their job (resignation).


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Starting from the processes of egalitarian selection based on abilities and skills required for each position, and throughout the training and development plans, and other initiatives, we respect and care for diversity, inclusion and equity.

We have adequate physical spaces favouring our inclusion strategy.

We reject and prevent any form of discrimination, harassment or other forms of intolerance and violence, through clear mechanisms that are made known, even from the selection process.

Percentage of women and men

2014 2015 2016 2017 2018

Female 29.48% 31.31% 32.09% 33.16% 33.90%

Male 70.52% 68.69% 67.91% 66.84% 66.10%

Distribution of employees according to gender and age ranges

Age ranges

2014 2015 2016 2017 2018 Male Female Male Female Male Female Male Female Male Female

18 to 20 2 5 1 5 5 3 9 4 7 6 20 to 40 693 334 704 385 696 420 697 447 705 470 41 to 55 401 126 420 131 445 131 454 143 456 147 56 to 60 47 18 54 20 70 26 78 28 90 32 61 to 70 15 2 17 6 18 5 22 5 28 6 Over 70 2 0 4 0 4 0 4 0 3 0 Total 1,160 485 1,200 547 1,238 585 1,264 627 1,289 661

Percentage of people according to their location

2014 2015 2016 2017 2018 Staff located in Bogotá D.C. 93.74% 92.56% 90.67% 90.01% 90.10% Personnel located in other regions: Barranquilla (Atlántico), Cali (Valle del Cauca), Cartagena (Bolívar) and Medellín (Antioquia)

6.26% 7.44% 9.33% 9.99% 9.90%

2017 2018 Percentage of women in total workforce 33.16% 33.90% Percentage of women in management positions with respect to the total workforce 3.6% 4.1%

Percentage of women in junior management positions with respect to total junior management positions43

42.25% 45.71%

Percentage of women in senior management positions -‐ at most two levels below CEO -‐ with respect to total top management positions44

53.6% 55.17%

43 According to RobecoSam, this refers to “front-‐line managers, junior managers and the lowest level of management within the company's management hierarchy. These people are typically responsible for managing and executing the day-‐to-‐day operations of the organizations, transmitting the instructions of senior officials and managers to subordinate personnel. ” 44 According to RobecoSam “management positions with a reporting line at most of two levels from the CEO. Whose responsibility is to plan, direct and formulate policies, establish strategies and provide the general direction of companies / organizations for the


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Percentage of women in management positions in income-‐generating functions45 37.5% 33.33%

Relationship between the base salaries of men with respect to that of women, broken down by professional category

2014

Male: Female Ratio

2015 Male: Female

Ratio

2016 Male: Female

Ratio

2017 Male: Female

Ratio

2018 Male: Female

Ratio

Vice Presidents 0.72 0.69 0.77 0.81 0.76 Managers 1.37 1.47 1.38 1.28 1.35 Directors 1.52 1.32 1.27 1.23 1.41 Heads 0.97 0.93 0.95 1.03 1.08 Coordinators 0.93 0.98 0.82 0.85 0.78

Coexistence Committee to prevent workplace harassment Comprised of four delegates of the employer (two principals and two alternates) elected directly and four delegates of the workers (two principals and two alternates) selected by vote, and their term in office is two years.

Anyone who has been the subject of a complaint or who has been a victim during the past six months cannot participate.

It meets once every six months or in extraordinary meetings if situations arise that require immediate intervention.

We respect and protect the rights of children and adolescents that are part of our Caracol Talent Principle 5 of the United Nations Global Compact In line with national regulations and international treaties approved by the International Labor Organization (ILO):

• We comply with all the legal requirements of an employment contract, request for permission before the Ministry of Labour and special workday for children and adolescents.

• We always request the written authorization of their parents or their adult guardian, as well as the competent authority.

• We file the necessary permits before the Ministry of Labour and keep strict records of recording hours during which they participate.

• We guarantee their transportation and meals, and verify that their school attendance properly evolves.

• We agree on the recording work times with their parents or legal guardians to ensure their continued schooling and not affect their performance in school.

development and delivery of products or services, within the parameters approved by the boards of directors or other governing bodies.” 45 Includes areas such as sales, commercial and those that contribute directly to the generation of the Company's income (production). Does not include support functions such as human, legal and it management.


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• We engage children less than fifteen years of age only through service agreements for artistic activities, in strict compliance with current regulations, and we always request the company of their legal guardian.

• We verify their enrolment and payment of contributions to social security entities and family compensation fund.

• We carry out specific psychological counselling actions to accompany the emotional adaptation processes of child actors.

• We periodically monitor the existence of family, personal or internal conflicts of the actors, their family dynamics and the effects of money on the child or adolescent.

• Once the work is finished, we provide support, for three months, to both the child and those who are part of their environment to ensure a smooth return to their normal daily life.

When projects with high participation children are being managed:

• We adapt and locate a rest space for child artists separate from adults. • A professional in psychology conducts interviews in the initial auditions that are attended by

both the child and one of their parents. There, they are informed about the possible implications of acting work in family and personal life, and the way it should be managed.

Culture based on the development of creativity and innovation Material issue Through the Annual Training Plan we promote the training and development of our Caracol Talent, in order to:

• Promote and ensure a system of general technical and specialized training for the people who make up the work teams, as a means of knowledge acquisition, skills improvement, attitudinal modification and/or skills development.

• Strengthen the organizational culture that is required to fulfil the Mission, Vision and business strategy.

• Generate motivation and job satisfaction. • Recognize outstanding performance and retain talent.

The responsibility for the usefulness and benefit from the Annual Training Plan is personal; the training can be internal or external, national or abroad; and those who participate take on the commitment to transfer knowledge to people in their area and others who require it; this transfer is part of knowledge management and is accompanied by the leaders of each area.

We promote knowledge of the business In 2017, with the support of the Pontificia Universidad Javeriana, we started a training program with the objective of standardizing knowledge and from this levelling exercise, continue strengthening capabilities and skills.

The program is divided into modules taught online. The University contributes the methodology and Caracol Television the content, with the exception of history content that is delivered by Pontificia Universidad Javeriana.

This is an important contribution not only for the business but also for the industry.


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Modules taught in 2017 Target audience Number of participants

Number of graduates

Module 1: technical basics of television

Operational and technical areas (who are behind the

scenes). 60 54

Modules taught in 2018 Target audience Hours of training

Number of participants

Number of graduates

Module 1: technical basics of television Operational and

technical areas (who are behind the scenes).

61 450 391

Module 2: advanced sound

30 320 298

Module 3: society, culture and history of the twentieth and twenty-‐first centuries

Targeted to journalists and those who

generate content. 40 600 203

We continue strengthening leadership We seek that those who have dependents or those for whom for the performance of their duties requires high levels of engagement, be aware that they have life projects in their hands that are valuable and, therefore, they must uphold good treatment in interpersonal relationships, both professionally and personally, which contributes not only to developing people's potential, but to fostering innovation, teamwork and maintaining a good climate.

Macro training and development programs, taught by the Colegio de Estudios Superiores en Administración (CESA, from its acronym in Spa.)

During 2018, 30 people participated.

Leadership integrated with the team

The following topics were addressed: Differences between a leader and a boss, The Leader and the team, What a leader can do, The balanced team, Leadership by commitment, Logical levels in leadership, Shared vision and mission, The three types of leadership (meta-‐leadership, macro-‐leadership, micro-‐leadership), Leadership styles, Situational leadership in team evolution, Leader performance criteria (productivity, integration and morale), Team development (guidance, communication, training, empowerment and integration, Interaction with the team, Productive meetings, instructions and delegation, Team leader and customer service leader, Decisions and solution of group problems, Group assessment and standards, Interface management, Monitoring and control, Group correction and improvement, Actions on group culture and Morale maintenance.

Error recognition and management

The topics included were the following: Traditional error handling, Adverse consequences of punishment, Causes of error, Intelligent error handling, Technical management of labour errors, Punishment vs. correction.


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Other technical courses targeted to specific tasks

Classroom courses Work area Hours of training


Drone operation certification Operational Training 280 6 Diesel mechanics-‐Module I Operational Training 50 2 Vizrt Technical Training Development Training 40 5 Davinci Resolve-‐Intensive lighting Development Training 30 6

101 Davinci Resolve Certification Development Training 30 8

Advanced Photography-‐Group 1 Development Training 30 25

Advanced editing and colour correction tools

Development Training 24 10

Sound Gym-‐11 modules Operational Training 20 19

Online course Work area Hours of training


Sound Gym-‐11 modules Operational Training 20 19

Annual investment in training and development (millions of Colombian pesos)

2014 2015 2016 2017 2018 323 263,9 453 376 581

Average investment in training and development per full-‐time employee (Colombian pesos)

2017 2018 198,811 298,204

Investment percentages for different training and development fronts, by business units

Business opportunities 2014 2015 2016 2017 2018 Channel 0.2% 3.21% 0.5 0.62% 6.95% Operations 56.1% 63.31% 71.67% 74.24% 37.72%

Production 5% 2.74% 1.64% 1.88% 10.95%

Marketing 1% 0.42% 0.78% 13.76% 0.59%

New platforms 1% 22.72% 3.62% 2.35% 14.51%

Corporate support 33.3% 2.41% 20.77% 5.81% 21.03%

Strategic marketing 3.5% 5.20% 1.04% 1.35% 8.25%

Number of people trained

2014 2015 2016 2017 2018 Caracol Talent Development Strategy 861 1,340 1,246 2,601 1,960 Occupational health 927 1,610 1,389 2,321 6,929


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Average hours of training per employee per year46

2014 2015 2016 2017 2018 11.93 9.22 7.88 8.06 21.73

Total number of staff training hours by professional category

Professional category 2014 2015 2016 2017 2018 Strategic 32 565 368 2,139 2,794 Operational 6,651 3,875 9,957 13,526 6,184 Development 3,588 7,909 4,044 5,312 33,404 Other occupational and institutional health subjects 1,088 595 304 458 12,831

Total number of training hours 11,279 12,944 14,673 21,435 56,953

Average hours of training by category and gender47

Professional category

2014 2015 2016 201748 2018

Male Female Male Female Male Female Male Female Male Female

Strategic 0.1 0 1.19 0.90 0.27 0.55 0.86 1.67 1.10 2.00

Operational 9.1 1.9 16.99 8.80 23.31 15.47 10.16 1.10 4.36 0.84

Development 34.5 6.9 30.98 16.76 27.65 1.10 2.31 3.82 20.92 9.73 Occupational and institutional health

40.85 20.42 26.19 64.67 65 35 0.24 0.25 6.39 6.94

Employees on payroll who received regular performance and professional development assessments, by professional category and gender

2017 2018

Male Female Male Female Executive 47 37 64 36 Administrative 11 58 33 53 Technicians and technologists 221 128 267 103 Operational 245 35 390 9 Total 782 1,104

46 Occupational Health and Industrial Safety issues are not included and only personnel engaged through an employment contract are included. 47 Occupational Health and Industrial Safety subjects are not included and only personnel engaged through an employment contract are included. 48 From 2017 the measurement method changed: Number of training hours by category and gender / Total payroll staff by gender.


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Individual performance assessment

Type of performance assessment

2017 2018

Number of employees

Percentage of

employees

Number of employees

Percentage of

employees Management by objectives: systematic use of measurable objectives agreed by upper line (boss)

84 4.44% 100 5.13%

Return on investment of human capital

2014 2015 2016 2017 2018 Total costs employees: salaries and benefits –including training and development programs, pensions, hiring, etc.– (millions of Colombian pesos)

117,645 128,913 150,408 158,140 172,086

Number of full-‐time employees 1,645 1,747 1,823 1,891 1,950

Knowledge Management Program

In 2018 we made progress in the design of this program, which is aimed at facilitating the transmission of information, experiences and internal skills from some people to others in the Organization, in a systematic and efficient manner.

We started with a diagnostic phase that allowed us to identify the components of knowledge management that are being worked on within the Company, as well as the aspects to be strengthened. After this phase, we structured the program model to begin its execution during 2019.

Health and safety SDG 3 We promote the physical, mental and social health of each one of our contributors in the different areas and we foster their productivity, through the systematic and periodic execution, of both programs, as well as campaigns, training, experiential activities, in addition to tests with the subsequent recommendations, to prevent and avoid hazards and impacts related to their health and safety.

In 2018, stemming from Resolution 1111 of 2017 (Repealed in 2019 by Resolution 0312), which establishes the minimum standards for implementing the Occupational Health and Safety Management System (SG-‐SST, from its acronym in Spa.), we framed the various initiatives that we have been implementing for more than twenty years voluntarily, and that not only go beyond this Resolution, but as a result of our commitment and our long history, exceed expectations as to results.

During 2018 we went from 75% to 81% compliance with respect to the implementation of the SG-‐SST.


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Mechanisms that frame our achievements in occupational health and safety Occupational Health and Safety Policy We are committed to promoting not only among employees, but also with contractors and subcontractors, a safe and healthy work environment, through the identification, assessment, and management of risks and hazards to which they may be exposed in their daily activities, seeking the continuous improvement of the SG-‐SST.

Joint Committee on Workplace Safety and Health (COPASST, from its acronym in Spa.) This committee, in accordance with the law, verifies the promotion and oversight of health and safety standards, in addition to:

• Suggesting the adoption of measures and performing activities that foster and maintain health in the workplace.

• Collaborating in the analysis of the causes of workplace accidents and occupational illnesses.

• Visiting workplaces and verifying environments, equipment and procedures performed by staff.

• Studying and considering the suggestions submitted by the contributors.

Emergencies Plan

• We implemented an Emergencies Manual at our sites in La Floresta (Bogotá D.C.), Barranquilla (Atlántico), Bucaramanga (Santander), Cali (Valle), Cartagena (Bolívar), Medellín (Antioquia), and Neiva (Huila).

• We launched evacuation drills in Bogotá (La Floresta, Alamos and La Soledad) and in Barranquilla.

Leaders in workplace health and safety In order to generate a strategy for the prevention of occupational accidents, we developed this training program targeted at technical managers and leaders, in which they gain knowledge and skills to identify hazards, control risks, and formulate quick and safe solutions applicable in the different work areas. These solutions are accompanied and advised by the OSH and the Workman’s Comp Administrator (ARL, from the acronym in Spa.).

In 2018, we trained 22 leaders in workplace health and safety.

The Caracol Television brigade received training in first aid and in the different procedures that need to be carried out in the event of an emergency occurring within the Organization.

Leaders in mission: leadership workshops Between 1 and 3 people per area participate in each workshop, receiving 80 hours of training in the following modules (2 weeks):

• Safety inspections. • Emergencies Plan.


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• Identification and control of risk agents in the workplace. • Motivation for self-‐management. • Workplace accident investigation. • How to maintain housekeeping and cleanliness. • Handling, transport and storage of materials. • Electricity risks and their prevention. • Selection and use of personal protective equipment. • Climate, lighting and noise. • Behavioural observation. • Safe work at heights. • Prevention of musculoskeletal disorders.

In 2018, 22 people certified by SENA and the ARL [Workman’s Comp Administrator] graduated.

Actions to promote health, safety and well-‐being

Stress management

• We carry out the documentary update of the program for the prevention of psychosocial risk, the program for the prevention of the consumption of alcohol and psychoactive substances, and the assessment of management status (EGO, from its acronym in Spa.).

• Under the program for the prevention of psychosocial risk: o We assessed psychosocial factors by applying 400 surveys at La

Floresta Headquarters in Bogotá (328), Barranquilla (18), Cali (36) and Medellín 18).

o We facilitated focus groups on techniques for coping with stress in which 284 people participated.

o We trained 42 area managers on the challenge of achieving mentally healthy work environments.

o We offered Reiki chair relaxation therapy, a space in which 150 people participated.

Ergonomic workplace

• We performed workstation analysis. • We updated the improvements matrix. • We launched an active pause program. • We trained in BMD prevention, with a certificate of commitment in the

areas of: Post-‐Production, News, Graphics, Digital, Programming, Costs, Audio-‐Visual Archive, Computer Technology, Technical Warehouse, Maintenance Laboratory, Commercial Guidelines, Administrative, Financial, General Secretariat, International Sales, Séptimo Día, Los Informantes (Audio -‐Visual File), In out and Sports.

• We train on hoisting techniques and equipment transport to: crane operators, Steadicam operators (camera stabilizer), lighting technicians, lighting assistants, cameramen, focus pullers, and fly away operators.

• We developed and disseminated the standards for: media analysts and editors.

• We observe behaviour in: post-‐production and media analysts. • We applied and monitored the results of the Nordic questionnaire49.

49 Standardized questionnaire for the detection and analysis of musculoskeletal symptoms.


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• We offered osteopathy therapy with an expert that provides care every three days and offers a massage table.

Lighting • We performed lighting measurements at 50 points. • We trained 660 people to prevent eyestrain.

Noise • We performed noise measurements: 15 sound measurements and 14

dosimetries. • We trained 76 people in hearing conservation.

Temperature • We carried out environmental measurements of thermal comfort.

Health and nutrition

• We developed a cardiovascular health program that aims to identify and prevent cardiovascular diseases in a general manner through the control or minimization of risk factors.

o Participated: 325 people in lipid screening (HDL, LDL, triglycerides, glycaemia), 550 in cardiovascular screening (history and risk factors), 795 in risk characterization with a business doctor, 15 in executive check-‐ups (7 exams with cardiovascular emphasis) and 135 in nutritional consultations.

o 46 people were referred to HMO. • We trained 350 people in tropical disease prevention and provided

protective equipment. • We perform tests on those who record in exteriors in order to know if they

are fit for could travel and we provide special equipment to them. • We manage the program of healthy habits and lifestyles, where we trained

783 people to draw their attention to the importance of eating healthy and nutritious foods; to encourage physical activity; and to insist on the decrease of habits such as smoking.

• We moved forward with the Recrea Tu Vida [Recreation in your Life] program, targeted at the population with obesity, which with a multidisciplinary approach (psychology, nutrition and sports) provides training in topics such as life projects, self-‐esteem, use of free time and emotional intelligence. Each participant receives personalized accompaniment and follow-‐up in which their family is included. We identified 25 morbidly obese people and 3 lost weight.

• We continued the Sembrando Vida [Sowing Life] campaign that “prohibits smoking in indoors or in closed areas of workplaces”50. This standard includes common areas such as the fountain, terraces, balconies and the cobblestone paved areas.

• In October we joined the celebration of International Breast Cancer Day, where we incentivized the #ModoRosa self-‐examination.

Gym or contributions to external physical fitness programs

• We have a gym with capacity to serve more than 150 people. • We implemented a physical fitness program with the camera team.

Children's day-‐care or contributions

• We have arranged this private and exclusive space, open from 7 AM to 6 PM to facilitate the extraction and preservation of breast milk from working nursing mothers.

Maternity and • We pay 100% of the salary to moms and dads with integral salary.

50 Resolution of 1956 of the Ministry of Social Protection.


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paid paternity leave exceeding the legally required minimum

Training in 2018

Subjects Female Male Total people

Number Hours of training



Prevention of musculoskeletal disorders

362 1,448 528 2,112 890 3,560

Tropical disease prevention

65 130 105 210 170 340

Visual fatigue prevention

242 242 475 475 717 717

Prevention of psychosocial risk (stress)

135 270 191 382 326 652

Training of leaders in occupational safety and health

8 640 14 1,120 22 1,760

Promotion of lifestyle habits healthy work styles

345 690 438 876 783 1,566

Auditory preservation

14 28 48 96 62 124

Promotion of healthy eating

71 142 64 128 135 270

Respiratory disease prevention

74 148 93 186 167 334

General SG-‐SST [Occupational Health and Safety Management System] issues

15 26 72 85 87 111


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Subjects Female Male Total people




SG-‐SST [Occupational Health and Safety Management System] induction

162 162 250 250 412 412

Emergencies Plan 239 536 388 892 627 1,428

Electrical risk 2 4 93 163 95 167

Behaviour-‐based safety 27 27 119 185 146 212

Industrial safety 49 60 563 785 612 845

Road safety 32 36 161 204 193 240

Work at heights 0 0 47 93 47 93

Totals 1,842 4,589 3,649 8,242 5,491 12,831

Number of people who participated in other health promotion and prevention activities

2016 2017 2018 SG-‐SST [Occupational Health and Safety Management System] induction -‐ -‐ 412

General SG-‐SST [Occupational Health and Safety Management System] issues

-‐ -‐ 87

Identification and socialization of hazards, risks and controls 52 70 -‐ Industrial safety -‐ -‐ 612 Behaviour-‐based safety -‐ -‐ 146 Emergencies Plan. -‐ -‐ 627 Health Week 443 520 620


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2016 2017 2018 Nutritional assessment 24 120 135 Lipid screening (HDL, LDL, triglycerides, glycaemia) 320 400 325 Breast screening 135 120 155 Surveillance system for the prevention of musculoskeletal disorders 650 735 890

Bone densitometry 145 -‐ -‐ Program for the prevention of visual fatigue 420 450 717 Hearing conservation program 90 95 62 Program for the prevention of psychosocial risk 450 565 584 Alternative medicine 211 -‐ -‐ Oxygen therapy 80 -‐ -‐ Safe work at heights 14 85 47 Use, maintenance and care of lifelines 11 -‐ -‐

Basic operational level heights course -‐ 55 -‐ Electrical risk -‐ 60 95 Oral health: cleaning and fluoridation 180 -‐ 86 Vaccination day 80 310 150 Blood donation day -‐ -‐ 60 Strategic road safety plan 12 -‐ 193 Road regulations and defensive driving 19 40 -‐ Road safety campaign: socialization of safe behaviours on the road -‐ 236 -‐

Campaign targeting 4 road actors (pedestrians, motorcyclists, cyclists, motorists)

-‐ 269 -‐

Road safety recommendations -‐ 22 -‐ Fun activity Mejor en Bici [Better on Bike] -‐ 40 -‐ Accident and occupational illness prevention activities for vendors and contractors; SG-‐SST [Occupational Health and Safety Management System] generalities

-‐ 39 -‐

Other 51 250 -‐ Total 3,387 4,481 6,003

Fire control equipment check day As part of the SG-‐SST activities, we held a check day for fire control equipment and equipment required in the event of an emergency. In addition to learning to use fire extinguishers, with the accompaniment of the brigade members, we verified that alarms and other fire control equipment were free of obstacles and without barriers that hindered their easy viewing and access.


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Health and safety indicators 2014 2015 2016 2017 2018 Total number of sick days (including common illness) / average annual work days

3,890 3,972 4,025 4,320 4,280

Number of cases 798 829 720 709 698 Absenteeism Rate51 0.89 0.79 0.81 Occupational accident frequency rate [FR]52 0.97 1.6 2.27 1.3753 1.23

Occupational Accidents Severity Index 5.53 8.74 FR of Common Illnesses54 48.5 46.8 42.48 36.5 33.8

The severity index increased in 2018, due to 2 cases that generated the most days of disability: fibula fracture (57 day medical leave) and a slight accident due to a fall (30 days medical leave).

Days lost due to absenteeism (includes but is not limited to short-‐term and long-‐term absences, and injuries)55

2014 2015 2016 2017 2018 0.65 0.78 0.69 0.64 0.62

Progress with vendors and contractors In 2018, we carried out the socialization of the Occupational Health and Safety Regulations for Vendors and Contractors with contract auditors, in accordance with the requirements in Decree 1072 of 2015, as well as the clarification of questions in this regard. Additionally, the Purchasing division sent notice to vendors and contractors formalizing the delivery of said regulation and the importance of compliance.

Wellness Our Wellness Plan is carried out through an annual needs and preference-‐based agenda of activities, to provide Caracol Talent and their families with spaces for integration, recreation, culture, sports and health, as part of our challenge to maintain the quality of work and personal life.

51Absenteeism Rate (Number of days absent from work due to medical and common leave / number of work days scheduled in the periods) x 100. 52Occupational accident frequency rate: FR = (Number of cases / total population) x 100. 53 The actual Occupational Accidents FR is 1.37 in 2017, because the final report of the year was presented to the Joint Committee on Workplace Safety and Health (COPASST, from its acronym in Spa.) in mid-‐December and the indicator at that time was 1.44 because the data was not yet available on the total payroll for that month and the only accident we had during the month in question had not occurred. 54 Frequency Rate of Common Illnesses: FR = (Number of cases / total population) x 100. 55 [Number of days of absence due to work-‐related and common leave / Number of work man days scheduled in the period] X 100. Absenteeism is calculated in accordance with Resolution 1111 of 2017 Article 15 (Minimum Standards SG-‐SST [Occupational Health and Safety Management System]).


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Objectives of the Wellness Plan: • Promote values such as respect, tolerance and companionship, through acknowledgment

and recreational-‐sports activities. • Strengthen integration to improve internal communications and work performance,

through activities with a strong motivational inclination. • Promote the generation of a culture of care and physical development through sports and

recreational activities focused on cementing motor ability appropriate to the demands of the environment and in accordance with people's cognitive, affective and psychomotor training.

• Encourage routine change, increase self-‐esteem, increase the ability to concentrate at work and improve the quality of life.

Caracol Television Culture Week We scheduled a full week with recreational and training activities, in which all areas of Caracol Television participate, to make our organizational culture experiential, delve into the dimensions of the media business, and encourage a sense of belonging and pride with regard the achievement of the Company's objectives.

In 2018: Activities carried around each topic and number of participants according to

activity Total number of participants

Innovation

Innovation Conference 30

Personal brand 35

Super Employees Challenge 102

FIFA 48

Home garden 40

255

Television

Lead-‐Me Conference 42

Photography workshop 32

Storytelling 35

Cartoons 262


FIFA 48

521

Digital

Expert panel 100

Contest: The strongest rival 10

Game fair 162


422


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FIFA 48

Radio

Blu Radio Workshop 16

La Kalle Contest 112

FIFA 102


Photo contest 25

303

I AM: Personal experiences

Juan Succar Conference 73

Bike Protection Workshop 145

Bike Workshop 200

Home garden 44

FIFA 90


Art Gallery: Show your talent 12

Photobooth 225

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Super day Monthly we dedicate a day to offer fun and joyful experiences to our contributors, who participate in high-‐impact integration and recreational activities, where they strengthen their mental and physical abilities.

In 2018:

• We exhibited the movie Embrace of the Serpent. • We held a Ping-‐Pong tournament. • We offered art workshops with recyclable materials. • We generated short recreational moments with game stations at a point with high traffic

of people (A Minute to Win, active zone, inflatables). • We facilitated healthy lunch box and smoothies workshops. • We accompanied our team during the broadcasts of the World Cup matches. • We organized a mini-‐soccer tournament.

Fitness centre We promoted a healthy lifestyle through the gym installed in our headquarters in Bogotá, which operates through an agreement with Bodytech and which is visited by an average of 160 people per month.


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Caracol Television Sports Schools Through an agreement with the compensation fund, we call contributors and their families every three months (parents, spouses and children) to participate in activities such as swimming, football, basketball, karate and dancing, among others. Caracol Television subsidizes a percentage of the cost of the activity.

Environments designed for new generations In order to strengthen the retention strategies of Caracol Talent that is part of the younger generations, we have designed rest and integration environments, close to work areas, where we have set up Wii games, darts and Ping-‐Pong tables, which promote a spirit of teamwork and healthy recreation.

Delivery of tickets We promote family integration, by engaging Caracol Talent and their families with the varied activities of the Caracol Television brand, through the delivery of tickets offered by partners from other areas in the Organization.

2018 events Number of tickets

delivered

La Kalle-‐Theatre Concert, There is a Plot 150

Theatre: There is a plot 50

What is Left of Us 34

The Job 200

Sergio and Sergei 10

Lino, An Adventure of 7 Lives 14

F.A.M.E. Maluma Tour 6

A whole Lot of Crazy 100

Party Time with La Kalle 50

In love with My Wife 30

Sangre Blanca 50

The Bogota Philharmonic Orchestra 40

Adventure World 500

Divercity 1,400

The Haunted House 40

Well-‐being at regional headquarters

Cities Activities implemented Number of attendees in each event

Barranquilla • Birthday celebrations • Family day

33


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Cities Activities implemented Number of attendees in each event

• Year-‐end celebration • Delivery of five-‐year seniority bonuses and Xavierian

graduation

Bucaramanga

• Birthday celebrations • Family day • Year-‐end celebration • Javeriana Graduation

15

Cali

• Birthday celebrations • Family day • Year-‐end celebration • Delivery of five-‐year seniority bonuses and Javeriana

Graduation

39

Cartagena • Birthday celebrations • Family day • Year-‐end celebration

11

Medellín

• Birthday celebrations • Family day • Year-‐end celebration • Delivery of five-‐year seniority bonuses and Javeriana

Graduation

42

Recreational holiday With the aim of strengthening values, integration, citizenship and self-‐care, we generated learning and recreational spaces together with the compensation fund, targeted to our employees' children during four days of the recess week in the middle of the year. In 2018, 76 children visited various places in Cundinamarca: the Salt Cathedral of Zipaquirá, the Faunaticos farm in Tabio, the El Encenillo farm in Suesca, the Universidad El Bosque and the Club de la Colina.

Annual events

Bimonthly Birthdays

We encouraged integration and participation.

We met to celebrate birthdays, offering attendees the traditional birthday cake or a healthy option (fruit).

700 attendees.

Five-‐year seniority bonuses

We recognize the seniority of our workers.

First Semester: 153 attendees

Second semester: 144 attendees.

Graduations

We applauded academic achievements.

After receiving an undergraduate, specialization and master’s degree, we award a voucher for dinner at Café de Las Letras (Bogotá) and Crepes and Waffles (other cities).


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Journalist's Day

We celebrated special dates.

We hosted lunch with 200 of our journalists, accompanied by a conversation with Alberto Salcedo and Ricardo Silva, directed by Juan Roberto Vargas, and we screened the movie The Post.

Secretary's Day

We highlighted the talent and dedication of our team of secretaries.

We offered a dinner and delivered a gift.

28 attendees.

Love and Friendship Day

We pay homage to the values of co-‐workers.

Within the framework of the love and friendship celebration, we highlighted values such as companionship and solidarity with stickers.

800 participants

Halloween

We incentivized creativity and fun.

The creative Halloween event took place on October 31. This concept was about workers designing their own costumes to participate in the contest.

750 participants

Year end

We closed a success-‐filled 2018.

We celebrated the end of the year with more than 1,500 employees from all of the Company's divisions, at a lunch in El Pórtico and with the participation of Pipe Bueno, Los Latinos, Willy Flechas and the La Fuga orchestra.

Family Day

We integrated families in playful and fun activities.

In the first semester, we invited workers and their families to the movies. In the second semester, the venue chosen was Mundo Aventura. 1,600 attendees (workers and their families).

Benefits and economic support Aid grants

2015 2016 2017 2018 Number of aid grants

Total value of aid grants (COP)

Number of aid grants






Education 568 85,200,000 564 84,600,000 548 82,200,000 488 75,569,600

Marriage 25 3,000,000 23 2,760,000 27 3,240,000 20 2,488,200 Death of relatives 36 5,400,000 21 3,150,000 34 5,100,000 23 3,592,600

Births 53 10,600,000 52 10,400,000 49 9,800,000 34 7,487,000

Eyesight 259 31,080,000 316 37,920,000 305 36,453,800 350 43,082,700

Total 941 135,280,000 976 138,830,000 963 136,793,200 796 132,220,100


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Non-‐earmarked loans56

2014 2015 2016 2017 2018

Beneficiaries:

Total investment (thousands

of Colombian Pesos)

Beneficiaries:


of Colombian Pesos)

Beneficiaries:


of Colombian Pesos)

Beneficiaries:


of Colombian Pesos)

Beneficiaries:


of Colombian Pesos)

22 1,520,955 21 1,965,243 19 1,228,274 22 1,788,201 15 1,214,600

Housing loans

2017 2018

Beneficiaries: Total investment (thousands of

Colombian Pesos) Beneficiaries:

Total investment (thousands of

Colombian Pesos) 54 3,598,930 43 1,945,934

Educational loan for children of traditional salaried employees

2017 2018

Beneficiaries: Total investment (thousands of

Colombian Pesos) Beneficiaries:

Total investment (thousands of

Colombian Pesos) 10 24,200 11 23,635

Performance bonus (Million Colombian Pesos)

2014 2015 2016 2017 2018 9,442 5,015 86557 1,486 2,741

Volunteer initiatives In 2018 we held two volunteer days.

Planting day In partnership with KODAMA, environmental experts, Caracol Television volunteers and their families planted about 80 trees of native species in a property located in Sutatausa owned by the Company.

– 35 volunteers – 12 hours of volunteer work. – Over 9 million pesos invested.

Grading of the sports field and delivery of athletic equipment in Altos de Cazucá, Soacha (Bogotá) Together with the Fundación Catalina Muñoz and the community in the area, Caracol Television 56 For Executives. The figures from 2014 to 2017 were adjusted according to the loans approved in each year. 57 The value included was what was paid in 2017.


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volunteers participated in the grading of a soccer field in Altos de Cazucá, where we excavated ditches to locate recycled tires in order to define the perimeter, we painted them and we installed them, donated sports equipment for the Escuela de Fútbol Corintos de Afrodes and made symbolic delivery of the work.

– 80 volunteers: 54 from the community, 6 from the Fundación Catalina Muñoz and 20 from Caracol Television.

– 480 hours of volunteer work: 120 contributed by our Caracol Talent. – Over 8 million pesos invested.

We support women ex-‐offenders For four months we opened a space in our facilities for a foodtruck GOLUPE, which offered meals to employees. With this initiative we supported women from the Fundación Acción Interna provide second opportunities to the ex-‐offenders population. Thanks to this fast food social enterprise, not only were job opportunities generated for four people, but also the funds raised were reinvested in other social projects targeted at that population.

Climate and satisfaction Generating the best work environment for Caracol Talent is our priority, because we know that a comfortable environment has an effect on the sense of belonging, performance and development of both personal and professional potential. Therefore, we assess climate and satisfaction every two years and based on the results we start improvement initiatives.

Work environment survey

2013 2014 2016 2018 General climate index 4.74 4.69 4.44 4.65 Participation in the survey (total responses) 1,024 1,238 1,602 1,370

As a result of the 2018 measurement, the main aspects to improve are related to teamwork with other areas, feedback and participation, communication and integration.

The results of the measurement are presented to each Vice President's office, which in turn discloses them within their work teams and establishes action plans focused on aspects that require improvements. The Administrative Manager's Office provides the support required to accompany these plans, in terms of communication, training and well-‐being.

According to the results of the work environment measurement survey, performance assessment and the different spaces for conversation and construction with leaders, in 2019 we will be focused on achieving greater knowledge about our talent, as well as in the implementation of well-‐being activities that impact a larger population, the implementation of innovation and creativity initiatives, the execution of the Annual Training Plan and the development of employees within the framework of knowledge management.

Communication and participation We foster an open and effective communication environment. Our Communication Policy includes guidelines for internal communication, which mainly refer to the media, their scope and the


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proper use of communication in a way that is permanent, timely, complete, accurate, verifiable, equitable and consistent. Our internal media (emails, digital billboards, Conéctate newsletter, campaigns and activities), allow us not only to strengthen engagement, but also reinforce the organizational culture, encourage participation, position both strategy and brands, and keep employees informed about the most relevant topics for the performance of their work, and for their well-‐being and that of their families.

During 2018 we implemented internal campaigns targeted to enhance the organizational culture, where we presented topics of general interest such as: continuous improvement (sharepoint), Occupational Health and Safety System (including brigade members, Copasst, Committee of coexistence, Health and Self-‐care Committee, and Sembrando Vida campaign (Sowing Life), as well as electronic billing. We also broadcast pieces about special days for Caracol Television.

Challenges that inspire us to keep moving forward • Implementing knowledge management program. • Define career and life plan for the young (millennial) population. • Cementing the diversity and inclusion strategy. • Identifying indicators to measure aspects such as motivation, purposeful attitude,

teamwork, and sense of loyalty. • Continue incentivizing development among contributors.


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Stimulating relationships of mutual growth with advertisers and suppliers Advertisers What inspires us: material issues GRI 102-‐44 and GRI 102-‐47

1. Relationships of mutual benefit and trust 2. Responsible advertising 3. Satisfaction

Why does it inspire us GRI 102-‐11, GRI 102-‐15, GRI 103-‐1 and GRI 103-‐2 We constantly work to maintain leadership in sales and to go beyond the commercial relationship with advertisers who are the drivers of our business, which means, not only building relationships of mutual benefit and trust but also offering them added values to meet their needs. Our relationship with advertisers is framed both in the performance of each of our media outlets, as well as in matters associated with compliance in the negotiations, the proximity of their brands to the audiences, the development of innovative proposals and our affinity with their values.

We know that advertisers, media agencies and media brokers, have the commitment to producing and disseminating not only successful, but also responsible advertising. Therefore, we incentivize joint action around creativity, self-‐regulation and the best performance of this shared responsibility.

Relationships of mutual benefit and trust Material issue Ethics, transparency, closeness and the best service are the fundamental basis for building relationships of mutual benefit and trust. This translates into attractive commercial proposals, the integration of brands in our products, clear policies on the origin of the advertising spots, our responsibility towards the broadcasting of messages and the development of strategic partnerships.


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Scenarios that govern engagement In our Code of Ethics, we set forth that "Caracol Television's interactions with advertisers are conducted in a professional, ethical, and transparent manner, and within the highest level of confidentiality. Commitments undertaken in negotiations are respected and proposals are clear and with truthful and precise information."

Outreach channels

• Pre-‐purchases: – Two annual meetings to present to advertisers and media brokers both the new

projects, as well as the strengths and the commercial offerings of each of our media in relation to their communication needs and objectives.

– Soccer: summons approximately 90 advertisers. – Multimedia: summons more than 500 people between advertisers and media

buyers. • Newsletters:

– Daily, with our performance results. – Monthly, about releases and news related to each of our media portfolio.

• Extranet: portal where customers can do remote ordering, check invoices and ad codes issued by the Consorcio de Canales Nacionales Privados of Colombia (Consortium of National Private Channels).

• Annual negotiations with advertisers. • Periodic visits to advertisers in order to strengthen the relationship and deepen

knowledge about their needs. • Weekly meetings with different advertisers to present audience results, creative proposals

and new products from our media portfolio.

2018 Total customers 550 Percentage of total customers using online service solutions (extranet) 19.3% Percentage of income generated online (for example, through direct sales, advertising, etc.). 30.4%

Joint support for social or environmental causes

• Carvajal Educación, Efecty, Servientrega, Lab Pronabel, Unilever-‐Maizena and H&M Stores: special program of La Voz Kids to make donations in money or kind, for the benefit of three foundations that help children.

• Pepe Ganga: delivery of gifts during Christmas nights with nationwide coverage, supporting poor children.

• Caracol and Bancolombia: campaign to highlight stories that generate social or environmental impact, and are examples of life for society.

• S.C.J.: campaign with tips to control and protect against vectors producing dengue, chikungunya, etc. Information was provided to rural communities that need to understand water management, waste, etc. to reduce epidemic outbreaks.

• Gas Natural-‐VANTI: campaign on the proper use of gas and the management of gas appliances.


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• UNHCR: anti-‐discrimination against Venezuelan immigrants campaign. • UNICEF: mentions campaign on news shows about children's rights to encourage

donations targeted at providing more children with health, education and protection services.

Satisfaction The Caracol Television Media Unit conducts an annual quantitative study applied to advertisers, media buyers and advertising agencies (90 surveys), whose objective is to learn about the level of knowledge of the Media Unit, the perception of the differential values of the service offerings and the performance level of the division compared to the previous year. Through this quantitative study we identify opportunities for improvement that we apply to generate greater empathy on the part of our advertisers.

Main results:58 • Customer engagement-‐building index (level of relevance and presence that a company

achieves for its client): 45%. The Caracol Media Unit image represents a company that cares about appropriately engaging with its customers and being a strategic partner in their projects. The normal or expected range according to this methodology is between 25% and 35%, which places Caracol Media Unit in the privileged position of having a large part of its customers consider it necessary in meeting their needs.

• Net promoter index (loyalty): 46.7% The normal or expected range according to this methodology is between 40-‐60%.

• Scoring by division: – Media Portfolio: 4.4 Caracol Television / 3.6 RCN / 3.8 El Tiempo / 4.0 GLP / 3.7 Semana /

4.1 Cable / 64% believe that Caracol Television is superior or much superior to other media companies.

– Corporate presentations: 3.9 Caracol Television / 3.6 RCN / 3.8 El Tiempo / 3.5 GLP / 3.6 Semana / 4.3 Cable / 62% believe that Caracol Television is superior or much superior to other media companies.

– Proposals and media plans: 3.9 Caracol Television / 3.4 RCN / 3.7 El Tiempo / 3.4 GLP / 3.3 Semana / 4.2 Cable / 59% believe that Caracol Television is superior or much superior to other media companies.

– Services: 4.4 Caracol Television / 3.7 RCN / 4.0 El Tiempo / 3.6 GLP / 3.7 Semana / 4.5 Cable.

– Accompaniment: 4.2 Caracol Television / 3.5 RCN / 3.9 El Tiempo / 3.5 GLP / 3.5 Semana / 4.3 Cable / 54% believe that Caracol Television is superior or much superior to other media companies.

– Media pre-‐purchase: 4.0 Caracol Television / 3.5 RCN / 3.7 El Tiempo / 3.6 GLP / 3.3 Semana / 4.2 Cable / 49% believe that Caracol Television is superior or much superior to other media companies.

– Communication and information received from the media that comprise it: 3.9 Caracol Television / 3.6 RCN / 3.3 El Tiempo / 3.5 GLP / 3.5 Semana / 4.3 Cable.

58 Source: Brandstrat Investigation April 2018.


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– Audiences: 4.4 Caracol Television / 2.9 RCN / 3.7 El Tiempo / 4.0 GLP / 3.5 Semana / 4.0 Cable.

Responsible advertising Our Code of Ethics reflects the fact that we respect human rights, protect minors, do not incite violence or discrimination in any of its manifestations and do not foment behaviours that threaten human dignity; when questions arise regarding the veracity of a commercial communication, we ask advertisers for additional verification information; we systematically talk with the Administration and with the competent agencies in the field of advertising; and we comply with state regulations and self-‐regulation codes in commercial communications issued.

The Consorcio de Canales Nacionales Privados validates the contents of commercials in relation to technical, ethical and respect for human rights variables.

For their part, both the Viewer's Ombudsman and the Viewer Services channel collect and convey the opinions of our audiences regarding the content of the commercials.

Suppliers What inspires us: material issues GRI 102-‐44 and GRI 102-‐47

1. Sustainable supply chain SDG 8 2. Responsible purchases 3. Local procurement SDG 8

Why does it inspire us GRI 102-‐11, GRI 102-‐15, GRI 103-‐1 and GRI 103-‐2 We are aware of the importance of working together with suppliers, in order to build a sustainable supply chain, in which we mutually benefit while advancing vis-‐á-‐vis the responsibilities we have with society and the environment. Consequently, our main challenges are focused on the integration of the sustainable development approach in our relations with this stakeholder group, which implies, among others, the transfer of strategic guidelines and best practices in economic, social and environmental matters; the stipulation regarding compliance with requirements related


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to aspects such as quality, integrity, prevention of negative social and environmental impacts; as well as permanent and timely communication.

We know that with content providers we must move forward particularly in alignment with our Framework for the creation, production and dissemination of responsible and quality content.

Our commitment is to create positive synergies with our suppliers based on shared values, and on the joint commitment to success and sustainability.

Characterization of our suppliers GRI 102-‐9 89% of our vendors are Colombian.

Suppliers of goods and services 2017 2018 Total number of Colombian suppliers SDG 8 2,406 2,638 Total number of foreign suppliers 303 318 Total number of suppliers 2,70959 2,956

Suppliers of goods from whom purchases were made 2017 2018 Total number of Colombian suppliers SDG 8 433 416 Total number of foreign suppliers 52 51 Total number of goods suppliers 485 467

Suppliers of services from whom purchases were made 2017 2018 Total number of Colombian suppliers SDG 8 1,973 2,222 Total number of foreign suppliers 251 267 Total number of services suppliers 2,224 2,489

Investment in goods (million Colombian Pesos)60 2017 2018 Domestic purchases 23,010 8,517 Imports 13,540 9,609

Content providers61 Number of domestic content providers that are registered in the database

2 1 3 2 3

Number of foreign content providers that are registered in the database

50 33 42 37 33

59 The figures for the year 2017 were adjusted because the number of purchases made during the reporting year was revised in the SAP system using the same methodology so that the figures are comparable year to year. 60 Due to the type of industry, investments may vary according to projected budgets and decisions such as changing technologies or buying products outside the Company, among others. 61 These indicators do not include rendering of services for productions, ldebentures, advertising, or labor contracts.


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Investment in content 2014 2015 2016 2017 2018 Investment in domestic62 content (million Colombian Pesos)

47,110 8,211 26,092 30,514 25,900

Investment in foreign content63 (thousands of US dollars) 15,698 13,825 15,958 11,178 16,371

Sustainable supply chain Material issue and SDG 8 We frame our relationships with suppliers, in the Code of Ethics, the Zero Tolerance for Fraud Policy and the Sustainability Model; and we carry out initiatives that allow us to continue strengthening long-‐term relationships.

We have posited the implementation of a strategy that allows us to:

• Strengthen the engagement with suppliers. • Incentivize their commitment to the Sustainability Model. • Contribute to their growth. • Promote innovation and self-‐management within the framework of sustainable

development. • Facilitate the formation of a network of suppliers, around the management of initiatives

benefiting sustainability.

Supplier’s classification With a view to establishing a strategy to advance in the construction of a sustainable supply chain, we complete the prioritization of our suppliers of goods and services, which will allow us to define with which of them to promote the management of action plans, particularly in matters related to human rights, ethics, and environmental care. To said effect:

• We short-‐listed 105 suppliers out of 1,765 that were initially analysed within the framework of variables such as the type of purchases, the amount of purchased and their frequency. The 1,765 correspond to an analysis of domestic suppliers from whom purchases were made during 2016 and 2017.

• We applied a second filter in interviews with those responsible for purchases in the different divisions of Caracol Television, in which variables such as seniority were included in their commercial relationship with us, criticality of this supplier regarding the continuity of the operation, actual or potential environmental impacts, among others. As a result, 56 suppliers were prioritized with whom a self-‐assessment exercise in economic, social and environmental matters will be implemented.

Quality control Regarding the negotiation under the framework contract modality, during 2018, we achieved 75% of order request positions, 5% above plan.

62 The term 'material' is [also] equivalent to content. 63 The term 'material' is [also] equivalent to content.


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Transportation In Bogotá we increased the number of transportation suppliers to four, to reduce response times, which translates into the same trips with greater speed.

In order to control our carbon footprint:

• We have the policy of using late-‐model vehicles under five years old. • We are monitoring the trips they carry out made with Caracol Television, because it is the

basis for including information in our carbon footprint measurement.

We seek an on-‐going relationship to guarantee and strengthen compliance with both labor and road safety regulations.

All suppliers must have an Occupational Health and Safety Management System in place. Following on the foregoing, in 2018 we sent them a checklist to facilitate their monitoring of issues to be covered, and we found that they all comply with the documentary part. During 2019, we will check that this system is being implemented.

Additionally, we have carried out awareness-‐building work with those responsible for the productions on the importance of maintaining working hours that guarantee the well-‐being of people.

Meals We have 2 food services suppliers, who service large production volumes in our La Floresta facility in Bogotá, that is, between 250 and 300 breakfasts, between 600 and 1000 daily lunches, and twice this in snacks. In addition to 6 restaurants for those covering the news throughout the city.

Given the greatest impacts of this activity are related to food waste and plastic packaging, we have made agreements with the 6 restaurants in order to avoid packaged food and in productions on location all catering is served at the table.

Challenges that inspire us to keep moving forward • Achieving greater efficiencies in the use of resources. • Promoting sustainable management practices among our suppliers. • Strengthen communication with our vendors. • Ask suppliers to calculate the number of disposables they use in the delivery of food

during productions. • Study the feasibility of reducing the amount of packaging in snacks.


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Environmentally responsible lifestyles What inspires us: material issues GRI 102-‐44 and GRI 102-‐47

1. Fostering environmentally responsible lifestyles SDG 12 2. Emissions management SDG 13 3. Energy efficiency 4. Responsible use of inputs and materials 5. Waste management 6. Care and efficient use of water

Why it inspires us GRI 102-‐11, GRI 102-‐15, GRI 103-‐1 and GRI 103-‐2

We are committed to the protection of the environment, and we are focused on the circular economy, green logistics in productions, the implementation of best practices, and the promotion of environmentally responsible lifestyles.

Internally, we focus on reducing environmental impacts, through the efficient use of resources and materials, energy efficiency, emissions management, comprehensive waste management, and the promotion of a culture of environmental conservation among employees and their families.

We extend our commitment to the value chain, in particular to our suppliers, with whom we want to achieve innovative and environmentally friendly solutions.

For audiences and society in general, we include messages for the environment in our content, we launch campaigns, and we highlight best practices developed in the country by organizations at different scales.

Main impacts in our process chain Our main environmental impacts are related to the use of materials in production, waste generation and emissions produced from the transportation of work teams.

Core processes Marketing • Use of materials for advertising and events: plastic banners,

gifts at events, cling wrap and Styrofoam for catering of food


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in launches.

Programs

• Use of materials for set design and for contest programs like reality shows: wood, Styrofoam, paint,

• Use of materials such as cling wrap and Styrofoam for work team catering.

• Electricity consumption (studio lights) and fuel for transportation and mobile units.

Sports and events • Fuel consumption for mobile units and personnel transport. • Use of materials such as cling wrap and Styrofoam for work

team catering.

News

• Fuel consumption for mobile units and personnel transport. • Use of materials such as cling wrap and Styrofoam for work

team catering. • Waste from semi-‐used batteries.

Emission, transmission and reception of signal

• Electricity consumption • Archive of production materials (video and audio tapes).

Support processes

Administrative, Financial, Legal and

Archive Paper consumption.

Computers and Technical, and

Logistics Generation of technological and electronic waste.

Energy efficiency Principle 7 of the Global Compact and SDG 13 In order to protect the environment by reducing energy intensity, we control the direct and indirect use of energy and implement initiatives to reduce consumption in our facilities.

Total energy consumption (kW)64

2014 2015 2016 2017 2018 7,906,304 7,697,740 7,738,710 7,592,358 7,757,306

Total cost of energy consumption (Colombian pesos)

2014 2015 2016 2017 2018 2,615,062,502 3,309,851,613 3,379,343,128 3,124,493,562 3,543,682,038

Fuel consumption from non-‐renewable sources (own transport)

2014 2015 2016 2017 2018 Ground transportation of administrative personnel (gallons of gasoline)65 14,976 17,099 16,575 16,731 19,533

Ground transportation of News personnel (gallons of gasoline)66 2,073 2,973 2,835 4,462 8,861

64 Sites included in this measurement: Barranquilla, Bogotá, Bucaramanga, Bugalagrande, Cali, Medellín, Montería, Neiva and Paipa. 65 Includes mobile units and mobile power plants. 66 Includes mobile units and mobile power plants.


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2014 2015 2016 2017 2018 Land transport for productions (gallons of biodiesel)

45,579 38,929 31,750 29,671 44,993

Fuel consumption from non-‐renewable sources: contracted transport (gallons of gasoline and diesel)67

2016 2017 2018 87,80268 66,29069 105,67470

Emissions management Material issue, Principle 7 of the Global Compact and SDG 13

We join the fight against climate change, caused by excess emissions of carbon dioxide (CO2). Therefore, we annually measure the carbon footprint, which allows us to assess the effect of our activities and evaluate possible action plans that aim to reduce emissions. Our objectives are to strengthen energy efficiency, reduce any combustion process that we cause directly as a result of transportation of work equipment and identify initiatives to compensate for the CO footprint.2.

2017 carbon footprint measurement71 The measurement of greenhouse gases (GHG) was carried out by calculating the emissions produced at our headquarters located in the La Floresta neighborhood in Bogotá, D.C. The total carbon footprint for 2017 was 1,492.15 tons of CO2 equivalent.

Total carbon footprint (tons of CO2equivalent)72 2014 2015 2016 2017

1,880.07 1,860.25 2,344.83 1,492.15

Total direct emissions of greenhouse gases scope 1 (tons of CO2 equivalent)

• Power plants powered by diesel fuel. • Natural gas consumption in the cafeteria and the Commercial division. • Technical support vehicles. • Mobile technical support units. • Vehicles for transportation of administrative personnel.

67 Fuel consumption by vehicles owned by third parties that provide ground transportation services for technical or administrative support, contracted by Caracol Television. 68 Data provided by Caracol Television's top transport logistics supplier (Colviajes), based on the records of its own vehicles. 69 Data provided by: Colviajes, Transportes Especiales del Oriente, Conexión y Carga, and Zona Logística. 70 Data provided by: Colviajes, Transportes Especiales del Oriente, Conexión y Carga, Zona Logística, and Transportes y Embalajes. 71 Measurement performed with GHG Protocol Methodology (also meets ISO 14064-‐1 requirements). The emission factors used for the calculations were taken from official sources such as UPME, IPCC and SDA. For the 2017 financial year for calculating our carbon footprint: i. The year 2012 was eliminated as the basis of calculation due to information gaps and 2014 was taken as the new base year. ii. 2014 was recalculated by making global adjustments, related for example to the consumption of natural gas in the cafeteria, and the total energy consumption of Caracol Television S.A. was used. iii. The years 2015 and 2016 were recalculated because a new data reference was found for the energy FE of the SIN and SIEL, which are considered more reliable than the FEDOC source. iv. A statistical filter has been applied in which the sources representing less than 5% of the total inventory are eliminated, for example, fugitive emissions. 72 Only the year 2017 includes scope 3.


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• Vehicles for transportation of Caracol News staff. • Air conditioners.

Sources73 2014 2015 2016 2017 Fixed 288.06 245.47 168.71 168.40 Mobile units 245.56 243.79 243.88 208.06 Subtotal scope 1 533.62 489.26 412.59 376.46

Biogenic or renewable sources (biomass) emissions (tons of CO2 equivalent)

Sources

Biodiesel Ethanol

% according to type of source

Gallons TonCO2-‐and

% of emissions over total biodiesel

% of emissions over total emissions from

renewable sources

Gallons TonCO2-‐and

% of emissions over total ethanol

% of emissions over total emissions from

renewable sources

Fixed combustion

1,439.20 9.95 66.80% 43.35% 0 0 0 0 43.35%

Mobile combustion 703.82 4.94 33.20% 21.55% 1,199.89 8,06 100% 35.10% 56.65%

Subtotal 2,143.02 14.89 100% 64.90% 1,199.89 8,06 100% 35.10% 100% Total emissions (TonCO2-‐e) from renewable (biogenic) sources

22.95

Total indirect emissions of greenhouse gases scope 2 (tons of CO2 equivalent) Electricity consumption (SIN): operation of offices and operating facilities.

2014 2015 2016 2017 1,346.45 1,370.99 1,192.08 522.37

Total direct emissions of greenhouse gases scope 3 for 2017 (tons of CO2 equivalent)

• Services contracted with third parties for the transport of personnel (air travel by personnel engaged with the Production division74).

• Employee transportation. • Use office paper use. • Waste generation and delivery to third parties for disposal (except office paper).

2016 2017 740.16 593.33

73 Hydrocarbons are not mixed. Therefore, the figures refer to pure fuel. 74 For fuel for air travel, a total value was obtained for every flight in which each trip was made, despite the above, the only value that is counted is not expressed, because the calculator does not provide a fuel figure per passenger. This correction has been carried out for all reported years.


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Emissions intensity To estimate the intensity indicators during 2017, the following were taken into account:

• 56,089.37 m2 of built area. • 8,760 hours transmitted nationwide. • 20,805 hours of programming exported.

2017 Carbon footprint by built area: scopes 1 and 2 (kg CO2e / m

2 built area) 16.02 Carbon footprint by built area: scope 3 (kg CO2e / m

2 built area) 10.58 Carbon footprint by built area: scopes 1, 2 and 3 (kg CO2e / m

2 built area) 26.60 Carbon footprint per hour transmitted nationwide: scopes 1 and 2 (kg CO2e / national hours broadcast)

102.61

Carbon footprint per hour broadcast nationwide: scope 3 (kg CO2e / national hours broadcast) 67.73

Carbon footprint per hour broadcast nationwide: scopes 1, 2 and 3 (kg CO2e / national hours broadcast) 170.34

Carbon footprint per hour of exported programming: scopes 1 and 2 (kg CO2e / hour of exported programming) 43.20

Carbon footprint per hour of exported programming: scope 3 (kg CO2e / hour of exported programming)

28.52

Carbon footprint per hour of exported programming: scopes 1, 2 and 3 (kg CO2e / hour of exported programming)

71.72

Carbon footprint BLU Radio antennas Refers to the consumption of electrical energy (SIN) of the antennas.

2017 emission intensity

To estimate the intensity indicators during 2017, the following were taken into account: • 67.06 Ton CO2-‐e total carbon footprint of BLU Radio antennas (scope 2). • 8,760 hours broadcast nationwide by the BLU Radio network.


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• 10 stations (Armenia, Barranquilla, Bogotá, Bucaramanga, Cali, Cartagena, Medellín, Neiva, Tunja and Villavicencio).

2017 Carbon footprint per hour broadcast: scope 2 (kg CO2e / hours broadcast) 7.66 Carbon footprint per station: scope 2 (kg CO2e / stations) 67.06

Responsible use of inputs and materials As a general principle, we consider the efficient use of materials and resources in all our processes. In the particular case of television, we focus on the productions that are carried out in our studios and on external locations, where we not only monitor basic consumption, but also reuse and share materials between sets.

During 2018 we implemented digital signatures in the art store with remarkable success, which allowed for significant savings in the consumption of paper and toner for printers.

Inputs in the Administrative and Production divisions Division 2014 2015 2016 2017 2018

Paper (Number of sheets)

Administrative 3,360,000 1,695,956 2,467,600 1,366,600 1,380,400 Production 1,581,000 1,605,500 1,220,000 1,558,000 2,076,500

Total paper 4,941,000 3,301,456 3,687,600 2,924,600 3,456,900

Envelopes (Units) Administrative 19,438 7,228 14,410 13,174 14,730 Production 6,587 2,813 2,208 2,142 3,432

Total envelopes 26,025 10,041 16,618 15,316 18,162

Toner (Units) Administrative 283 197 37 68 213 Production 42 18 65 100 3

Total toner 325 215 102 168 216

Art elements The main materials that make up the art of a television production are those for set dressing, props, wardrobes and makeup. Those that are not required in new recording processes are delivered to authorized foundations, who recycle them while obtaining financial income.

In 2018 we delivered items worth COP$ 1,188,780,097.

To reduce the impacts generated by the use of materials and their waste:

• We encourage reuse in all our productions. • We optimize the use of elements already available for activities such as office

equipment, business events and launches, among others. • We give preference in the construction of set design to the use of agglomerated

materials (material manufacture from pressed sawdust as a result of reuse processes). • We continue with socialization to avoid the use of Styrofoam and non-‐biodegradable

paints. • We stimulate the use of non-‐polluting materials among art contractors.


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• We emphasize among set design assembly staff, the reduction of the use of solvent-‐based paints, thinner, solvents, enamels and pollutants in general.

• We promote the use of certified wood and water-‐based paints, as well as the modification of assembly systems.

• We defined control procedures that have allowed us to perform statistical monitoring of practices regarding reuse, consumption and use of our art elements.

Waste management The activities related to the production of content for television, radio and digital, as well as the high traffic of personnel in our headquarters, generate a series of waste products (ordinary, electronic equipment and hazardous waste), in regard to which we are governed by the basic principles of recycling and reusing whenever possible and when it is not possible to ensure proper disposal.

Diagnosis and characterization of solid waste In 2018, we carried out this exercise to analyse and characterize the waste generated in our La Floresta facilities, in order to develop a comprehensive solid waste management plan in which employees actively participate. For this purpose, we consulted with an expert who used the quadrant method to learn about the composition and amount of waste generated weekly, and evaluate our current handling of the issue.

Steps to carry out the exercise 1. Establishment of the number of contributors located at La Floresta headquarters and who

contribute waste. 2. Location of work areas where there are ecological points, boxes for shredded paper and

individual containers. 3. Waste collection. 4. Weighing of each of the samples received at the collection centre. 5. Homogenization of the total representative sample taken. 6. Separation, selection and final weighing of waste by component.

Improvement opportunities identified and action plans The main opportunities for improvement are related to:

• The non-‐separation of waste at the source, due to the availability of individual containers at each job site and the lack of clarity on how they should be separated and disposed of.

• The need to continue strengthening the culture of caring for the environment and moving to action.

Recommended action plans:

• Promoting responsible consumption and reduction of materials with high environmental impacts, such as polystyrene.

• Encourage a culture of reuse and recycling. • Promote the proper separation at the source (correct use of the separation code found at

ecological points) and disseminate the benefits of the use of waste, as well as explain to


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the general service personnel the practices of integral waste management, the process of collection and disposal.

• Organize the conditions of the collection centre and the access allowed. • Continue implementing post-‐consumer initiatives with allied managers.

Currently, we are preparing a map that allows us to strategically locate and signpost ecological points and remove individual containers, in order to invite employees to perform appropriate separation at the source and thus take advantage of waste to be reused or recycled.

Technical and general waste We carried out an awareness campaign with the support of Sentido Verde [Green Sense] in which people were invited to an exercise based on a forward-‐looking analysis on the problem of waste and not separating well at the source, and we structured a Procedures Manual for the Operation of the Solid Waste Collection Centre for Caracol Television that allows visualizing the appropriate, sequential and detailed way to record the procedures involved in waste management to establish a unified information system for all employees.

Solid waste The figures are calculated after the compacting process in the collection centre.

Kilograms 2014 2015 2016 2017 2018 Management Paper and paperboard 5,142 5,007 5,993 5,429 4,044 Compacted and delivered to

the Fundación Sanar for recycling.

Plastic 1,250 863 1,750 973 384 Glass 1,330 172 428 243 486 Waste delivered to Aseo Capital

41,859 47,621 100% goes sanitary landfill.

Dangerous waste

Kilograms 2014 2015 2016 2017 2018 Management Old rechargeable nickel-‐cadmium batteries

80 0 0 1,845 1,600 Delivered to entities

authorized for processing.

Art elements The main materials that comprising television production art are those for set dressing, props, costumes and makeup.

Reused materials (set dressing, props, costumes and makeup)

2015 2016 2017 2018

Unit Millions of pesos Unit

Millions of pesos Unit

Millions of pesos Unit

Millions of pesos

Reused items 190,245 17,988 181,538 16,569 210,897 20,773 201,404 20,771 Value Art Warehouse 215,363 14,241 220,313 15,399 238,724 16,924 249,092 18,556


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2017 2018 Art supplies delivered to recyclers More than 85 tons More than 115 tons Money delivered in wardrobe items Over 309 million pesos 1,188,780,09775

Recycled materials (set dressing, props, costumes and makeup) Percentage of recycled materials = (Total recycled materials / Total materials used) X 100

2014 2015 2016 2017 2018

Units in inventory reused 92.5% 88.3% 82.40 88.34% 80.85% Percentage of the value in pesos of the inventory 139.5% 134.18% 107.60 122% 111.93%

Care and efficient use of water Total water consumption (m3)

2014 2015 2016 2017 2018 29,134 29,476 26,89776 29,326 32,284

Promotion of environmentally responsible lifestyles Material subject, Principles 8 and 9 of the Global Compact, SDG 12 and SDG 13

We want the protection and conservation of the environment to be a personal cause not only for Caracol Talent and their families, but also for our suppliers, advertisers, audiences, and society in general. We encourage environmental culture among our Caracol Talent -‐ behind cameras and in front of them -‐ and among their families; through our media we spread our own messages and in alliance with environmental organizations to encourage the adoption of habits for environmental care; we launch initiatives with a preventive and long-‐term approach; we promote joint work; we recognize and make best practices visible.

Change your Footprint: Separating Waste During 2018, we focused on implementing a strategy for the efficient management of solid waste at our headquarters in La Floresta. In addition to the solid waste diagnostic and characterization exercise:

• We did a diagnostic survey on the environmental culture where dimensions of conceptions about nature, individual values, social desirability, frequency of behaviour in favour of the environment, behavioural barriers that can influence conduct, environmental information received from the Organization, among others.

• We designed a Procedures Manual for the Operation of the Solid Waste Collection Centre. • We trained 63 people who are part of the general services staff (employees of the Serdán

company), with whom we shared the processes that we are executing to improve solid

75 Wardrobe, set dressing and props items delivered. 76 Sites included in this measurement: Barranquilla, Bogotá, Bucaramanga, Bugalagrande, Cali, Medellín, Montería, Neiva and Paipa.


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waste management, such as the recovery of usable materials and the respective separation at the source.

• We drew up measures to reduce the amount of material that goes into landfill.

All stages were accompanied by communication pieces to inform internal audiences.

Premio Caracol Televisión a la Protección del Medio Ambiente [Caracol Television Award for Environmental Protection]77 SDG 12 For the sixth consecutive year we invited large, medium and small companies, associations in Colombia and NGOs, to postulate outstanding initiatives around the care and conservation of the environment. In 2018, the Prize recognized and disseminated programs targeted at the conservation of marine or river areas.

The winning initiatives stand out because:

• They reduce the negative effects of human use.

• They implement strategies to guarantee the care and sustainable use of marine-‐coastal and river resources.

• They create and perform economic activities that reflect new forms of production, while ensuring a value chain focused on the protection of marine and river ecosystems.

• They evidence effective and verifiable results targeted at the conservation of marine and river ecosystems.

2018 figures

• 757 people/entities registered on the platform. • 334 applications. • 114 effective applications: 21 large companies, 4 medium-‐sized companies, 32 small

companies, 33 communities and 53 NGOs. • 76 proposals for technical committee review: 15 large companies, 1 medium-‐sized

company, 17 small companies, 13 communities and 30 NGOs. – 20% large companies assessed. – 24% medium and small businesses assessed. – 17% associated communities assessed. – 39% NGOs assessed.

Jury

• Andrés Franco, Marine Biologist-‐Ph.D. Oceanography, Director of the Biological and Environmental Sciences Program of the Universidad Jorge Tadeo Lozano.

• Mary Louise Higgins, Biologist-‐Doctor in Entomology, Director of WWF in Colombia. • Juan Mayr, Photographer, Colombian environmental activist and politician, Former

Minister of Environment.

77 For more information go to http://www.premiomedioambiente.caracoltv.com/


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Award-‐winning Organizations

Categories Organization. Initiative

Community associations Association of users of the Amaime and Nima Rivers,

ASOAMAIME Yellow Line Programs: Insulation

NGOs Asociación Calidris

Mangrove Forest Conservation Agreement in the Esfuerzo Pescador Community Council (CCEP), Santa

Bárbara de Iscuande, Nariño

Medium and small companies

Progresar ESP Great Basin of the Teusaca River

Large companies Isagén S. A. ESP Comprehensive Action Plan for the Guarino-‐PAI Guarino River Basin

With this edition of the Prize, we highlight the need to make a joint effort between companies, institutions, organizations, communities and people to protect, conserve and live in harmony with our seas and rivers, to ensure the quality of life of Colombians.

Commercials with messages for environmental conservation and protection

2017 2018

Number of commercials

Number of commercials

Cost of advertising (millions of

Colombian pesos)78 Advertising: Commercials with messages for environmental conservation and protection

1,11279 585 7,977,454,875

Production of commercials and promotion of the Environmental Protection Award

614 197 2,686,424,975

Challenges that inspire us to keep moving forward

• Continue to strengthen the carbon footprint measurement exercise and set goals for its reduction.

• Reduce the amount of waste that goes to landfill. • Implement a strategy to reduce the single-‐use plastic and expanded polystyrene for food

packaging. • Strengthen the green logistics strategy in productions.

78 This value corresponds to an average of the rates published in the reporting year x the number of commercials that were on the air. 79 Includes the Caracol Television Award for Environmental Protection

Documents

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