Responsible Management Of Suppliers And Contractors - GeoPark

20
23

REPORT
SPEED/SUSTAINABILITY

Responsible Management

Of Suppliers And Contractors

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We know that the procurement of goods and services for our operations generates impacts on the Company, the economies where the procurements are made, and the environment. This is why our supply chain is committed to generating value by considering our suppliers and their workers, our neighbors and the economies of the areas we operate in, with particular emphasis on environmental protection.

 

Selection and evaluation of suppliers

Our policies and procedures have been designed to encourage the participation of multiple suppliers, promote healthy competition and obtain the best technical-commercial proposal for the required good or service. The process is based on selection criteria that include legal, technical, environmental, labor and occupational health and safety aspects, which can be expanded on a case-by-case basis. In 2023, aspects of circular economy, Human Rights, sustainability and equality policies were included in the selection criteria of some processes.

Sustainability approach in supplier management

Our commitment to sustainability extends to our suppliers.

  • We have an internal framework that monitors and oversees the incorporation of sustainability into supplier management
  • We continually review procurement practices to ensure alignment with our Supplier Code of Conduct
  • We train our buyers and other internal stakeholders on their roles in incorporating sustainability into supplier management

In the event that a supplier does not meet the minimum sustainability requirements within a set timeframe, it could be excluded from procurement process invitations.

Contracting with local suppliers

Through our commitment to generating value for our stakeholders and to the development of the territories where we operate, we established guidelines for the local procurement of goods and services.

Total local suppliers

Local supplier percentage of significant operations

Hiring by service providers

The suppliers that provide us with services hire or employ personnel locally, regionally and nationally, creating job opportunities in the places where we operate. Hires are classified as skilled or unskilled according to their profiles.

Labor management

In Colombia we are supported by a consulting company specialized in labor matters that every month compiles information about contractors in the operation through an application called ARCO, an administrative and accounting software for comprehensive management that has a specific module for human talent.

Goals

0-3

YEARS
  • Comply with 100% of the Sourcing Policy without relevant observations in audits
  • Satisfy 80% of our areas’ needs within timeframes and according to our Service Level Agreements (SLAs)
  • Add value to the Company by implementing savings initiatives with high impact for the business
  • Have a robust Annual Procurement and Contracting Plan (PACC) with over 70% compliance in key categories
  • Implement at least two Artificial Intelligence Machine Learning projects to improve our performance and added value
  • Reduce the number of complaints from our suppliers associated with contracts to less than 2% and close 80% of grievances within 15 days

3-5

YEARS
  • Implement over 80% of the PACC
  • Comply with over 90% of SLAs
  • Finish the complete integration of Ariba and SAP systems
  • Include in over 30% of material purchases the option to return goods if unused for repurchase and resale or disposal
  • Ensure that over 50% of purchases consider the amount of recyclable material and make this a significant factor in the procurement decision
  • Ensure that over 30% of major processes (>US$2 million) assign a minimum weighting of 10% to sustainability, social and circular economy aspects for decision-making and supplier selection
  • Ensure that over 20% of suppliers become advocates of how our Company is managed

5

YEARS
  • Have suppliers in all countries that are examples of good environmental and Human Rights management
  • Fully automate the usual non-relevant procurement and contracting processes
  • Increase by 50% the purchases of goods with the option to return and by 50% decisions on materials based on their recyclable capacity
  • Increase to more than 50% the major processes with over 10% weighting in the procurement decision for sustainability, circular economy and social issues

Our future challenges for the value chain are the following

0-3

YEARS
  • Colombia and Ecuador: Train 100% of local contractors and suppliers on sustainable development and sustainability
  • Design and implement strategies in the value chain that favor the employer/worker relationship, mainly on issues of respect and good treatment within the framework of Human Rights

3-5

YEARS
  • Colombia and Ecuador: Implement the Huella Empresarial program to strengthen local contractors and suppliers in new areas of operations

5

YEARS AND BEYOND
  • Colombia: Implement strategies to support local companies, still in the entrepreneurial stage (registered within the last five years) and with 59% of their training completed, for them to identify market niches in areas related to clean energy