Innovative service models strengthen Bogotá’s tourism infrastructure.

Colombia’s economic landscape is undergoing a profound transformation, driven not only by institutional shifts but by the indomitable spirit of its local entrepreneurs. The story of Julio Jiménez, founder of American Visa Hotel, serves as a powerful testament to the social mobility and resilience defining the country’s modern business narrative. From selling empanadas as a child to managing a diverse portfolio of hospitality and logistics assets, Jiménez embodies the grit that is reshaping the nation’s service sector.

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In this exclusive interview, Loren Moss of Finance Colombia sits down with Jiménez at his newest property, Destino. Their conversation covers a journey of hardship, recovery, and a radical commitment to social responsibility that challenges traditional corporate models. For the international investment community, Jiménez’s trajectory offers a window into the burgeoning mid-market hospitality segments that are being built on authentic local experience and a rigorous focus on consumer security.

This evolution is particularly evident in his recent move to professionalize the transportation industry at El Dorado International Airport. By integrating technology and hospitality standards into the taxi sector, Jiménez is working to eliminate the friction points that historically deter foreign business travelers. It is a narrative of redemption and professionalization that highlights why Colombia continues to maintain its competitive edge in the regional tourism market.

Finance Colombia: I’m here with Julio Jiménez, the founder of American Visa, and here we are in one of his American Visa hotels, ‘Destino.’ And it’s an interesting name that the company has but the most fascinating thing is your history. Tell me how you started in business. Very young, right?

Julio Jiménez: Yes, since I was 8 years old. I had a struggle, grieving when my father separated from my mother. Four brothers stayed practically in one room, in one bedroom. Five people: my mother, my four brothers; struggling a lot, because of the separation. And from there we started working, because since then I started doing business, since I was 8 years old.

Finance Colombia: Wow, and what was your first business?

Julio Jiménez: My first business was to tell the principal of the school where I studied that we didn’t have anything to eat, and she should let us sell some empanadas, we had empanadas for sale and I started selling empanadas in the Cooperative at the age of 8 years old.

Finance Colombia: And that was here in Bogotá?

Julio Jiménez: In Bogotá.

Finance Colombia: Okay, and after that you started to work at the airport, right?

Julio Jiménez: Well, the bad thing about the empanadas was that I stayed with the empanadas until I was 19 years old. I saw money; I didn’t study anymore. I wasn’t inclined to study, I left after 5th grade but I started selling empanadas at the age of 10, 12, 14 years old and I was able to develop my mind, because I had a stand of empanadas in a corner where I was serving 50 people at once.

Finance Colombia: Wow.

Julio Jiménez: Taxi drivers, regular people, would come to my empanadas stand where I had two soda cases, 300 empanadas, butter, dough and a lot of people talked to me at the same time and I didn’t write anything down. I had a mind where… I knew you ate beef, chicken, a Hawaiian and you ate, and you ate… So I talked to 50 people at once and I was able to develop my mind, a photographic memory, a unique memory. Math is adding and subtracting, just that: to add, subtract, divide and multiply, and I developed my mind. After being an empanadas vendor, at the age of 19, I got married. I started gambling, I got addicted to it. When as a child you see money, and you don’t have a guide, a guide on how to manage finances, how to save money well… Money has chased me all my life, the money, the business, but I’ve been a bad administrator. I fell into gambling since I was 12 years old. Problems with ludomania, addiction, ludomania is the game: casino, gambling.

Finance Colombia: Yes, yes.

Julio Jiménez: Only 3 years ago I recovered from gambling. But the issue here that I want to tell you about is that I had many struggles in my life: hardship, hardship and more hardship. But from hardship something good always comes out. The teachings of each mark, of each wound, of each blow. Then I became a taxi driver at 21 years old, and I drove taxis for 14 years. As a taxi driver, I understood and I knew that I was very good with numbers and with the auditory part, and so I had three radio phones in my taxi listening to where they asked for taxis.

Finance Colombia: Yes.

Julio Jiménez: One here, another here, and I went around all of Bogotá driving but also getting to know people and listening. I’ve been very good at listening. I’ve never read, now I’ve read the Bible, but I’ve never read. But I listened, I listened when people get upset, I listened when people have good energy, when people are positive, when they are negative. And all that I learned in my taxi. Until I saw the El Dorado airport. Because of the people I took to the airport. I’d get to the airport, they’d get off my taxi, but someone else would come and say, “Hey, take me to the hotel.” And the hotels I would take them to, 15 years ago… As a taxi driver, they asked me for hotels. I took them to hotels where they gave a commission to the taxi driver, a commission of, I don’t know, at that time it was 30,000 COP, it was 10 USD today. I’d get to the hotels, they gave me my commission, 2 or 3 a day. I wondered, “What do the people that stay at the airport do?” I dared to let go of my taxi, which was what I knew how to do. I know how to do 3 things in life: drive a taxi, sell empanadas and sell hotels. That’s my art, what I learned. I let go of my taxi and I started selling hotels at the airport. I went from a taxi driver, to getting out of it, asking for permission to a hotel at that time, 15 years ago, I said, “Give me a certificate and back me up so I can be at the airport with a sign-”

“When you dedicate yourself to serve, to help, to protect. That is the motto of the American Visa company.” — Julio Jiménez, Founder of American Visa Hotel.

Finance Colombia: ‘And I’ll get you customers.’

Julio Jiménez: Lorenzo you need a hotel, I have a hotel near the airport, I’ll take you, bring you back, give you food, the entire service. And I started, and like me there were already 200 people working in different shifts, it was a closed circle, that business has been there for 40 years, at the airport. It’s called informalism, being touts. Those that when you get off, “I have the Uber, I have the Uber.” In the whole world, even in China, there are airport touts. So I started selling hotels and it turns out that they are talking to the best speaker, because my God gave me a gift to know how to express myself, to know how to convince and I started selling hotels and I sold 15 rooms daily, when I started 15 years ago, and 15 rooms with 50 percent commissions…

Finance Colombia: That’s very profitable.

Julio Jiménez: Profitable, tempting, but there is also indiscipline, because 15 years ago I wasn’t very disciplined. I was still doing drugs, gambling, alcohol, women, treachery, learning. For me it was easy to earn 500 USD a day in commissions but it was also easy to spend them in one hour.

Finance Colombia: Easy come, easy go.

Julio Jiménez: Correct.

Finance Colombia: You still didn’t have discipline to save.

Julio Jiménez: No, I was paving the road, as I always say, I always had that hardship. The ludomania, addiction management, gambling management, emotions management. I was hospitalized for 4 months in a clinic 14 years ago for gambling management. I committed myself for 4 months in a clinic for addiction management because I got obsessed with gambling.

Finance Colombia: And how did you get over that eventually?

Julio Jiménez: Look, I spent 4 months with psychology, psychiatry in the clinic, here in Bogotá, my diagnosis wasn’t bipolar, it wasn’t schizophrenic but it was compulsive gambler, and that is the worst of all.

Finance Colombia: Addicted to dopamine.

Julio Jiménez: To dopamine, serotonin, endorphins. Everything, everything, everything, has to be like this. And the compulsive gambler risks everything, he does not lose, he plays everything. Unfortunately that was almost all of my life. Many pitfalls and many defeats, since very young the money came to my life and I didn’t know how to handle it, then I met the Lord when I met Jesus Christ… 3 years ago I fell to the feet of Jesus before the pandemic. 6 years ago I had a business opportunity, I left the airport when the pandemic came, I started with a small hotel of 12 rooms, the pandemic came and everything broke. When they reopen hotels, it takes me out of the airport. At the airport they did not want to see me because of a betrayal. I set up a business in the airport before the pandemic, a special transport business of white cars (formalized, legal transportation), and the people in the airport with whom I set up the business betrayed me, he remained because he was a lawyer and I had nothing. He ran things there, and they said, “Julio, don’t call us, we will call you.” They removed me from the airport. I went to the transport terminal.

Finance Colombia: In Salitre, yes.

Julio Jiménez: That’s where I worked as a tout. “Hotel, hotel!” It wasn’t the airport but it was a terminal. We start the travel agency American Visa Tours. It still exists. It is a long story, it would take two hours to tell it because it is already edited even for a book, they already made a script of how everything happened. Because the spiritual connection with God was very big because in the terminal when it was closed for the pandemic, the people were thrown outside. A group of foreigners, of Venezuelans, of Colombians, There was no transport, they’d get here and get tossed on the ground. I had a hotel with 12 empty rooms, so what did I do? I had three trucks like this, owed 8 months’ rent. But I wanted to start again.

During that learning lesson there were nights that I went out to hustle, I loaded people from Cúcuta, I arrived and I loaded people in the terminal, “Going to Cúcuta?” in my truck. I put 11 passengers and took them to Cúcuta. I did like 10 trips. And during that time while I offered that illegal transport to Cúcuta, because it had ended, they also asked me about hotels, so I packaged hotel and transport, so I could survive, but in that time I realized that people couldn’t pay. Not for the hotel, or transport, or food. Because they are like refugees, if it’s bad here, it’s worse in Venezuela. So what did we do, what did the Lord do through me? I have an empty hotel, I have a truck to take people, it’s raining, kids are getting wet, the grandparents, the pregnant women… Let’s help them. And on several occasions we opened the hotel doors, which was broke. And we gave them free nights and gifted them a chicken or something to eat.

There, my dear Lorenzo, Heaven’s doors opened, and American Visa started. With that act of faith, of love, I don’t know what happened, God simply made a blessing here because for the past 6 years American Visa, which was born in that hardship, has not stopped receiving blessings. Today we are a hotel chain with 8 hotels. A travel agency, three agencies we own, the restaurant chain the technology company. More than 7 companies.

Finance Colombia: These hotels are beautiful. I think it’s new, it’s like international class. We went, without knowing you, we went to eat in Camelia, your restaurant in route 40, yesterday. It’s good. I’m always here in Bogotá in an event in Corferias. I remember seeing your brand in front of the embassy because you have services, packages, everything included not only for holidays but people who come for business in the embassy, people who are in Corferias because everything here is close to Corferias. What is like, the market or what is the audience or the passengers you aim for? I’m not going to say strategy, but which travelers fit best with what you do?

Julio Jiménez: I learned as a taxi driver that a tourist requires a hotel. Requires a good restaurant and requires security. When the three things are given to a tourist, it turns into an ecosystem. Why not build the ecosystem? Transport, tourism accommodation, restaurants everything they need in one place. That’s what American Visa does. And everyone who arrives at the airport, well now with technology and social media and digital media many people are getting to know us. But my true business, where I started, it was airlines. When they lose a connecting flight, when they cancel a lot of flights, what they do is call American Visa. Because we have restaurants 24 hours, transport 24 hours and everything is ready to see you. From one to a thousand people a day.

Finance Colombia: It has happened to me many times in El Dorado, going back to Rionegro. It has happened to me.

Julio Jiménez: Now with this gigantic ecosystem, here we have over 500 rooms in Bogotá, not only for airlines but also to receive the international agencies that arrive in Bogotá. We receive them 24 hours, we have service in the airport 24 hours 365 days a year in which the first thing you do is to have kind face to greet you and take you to the hotel without cost because it is included in the package. We have a restaurant that works 24 hours so whenever you get there, you’ll find food. We have our agents, language, we have our employees who work here willing to give love.

Finance Colombia: And that is the last thing I wanted to talk to you about, that this moment is my first time to meet you but I have known… We are here recording the ANATO Vitrina Turística event, the most important tourism event in Colombia, and I met people from your American Visa team, and they all have a commitment that they show but apart from that I have heard stories or cases of employees with humble beginnings, a lady whose mother had cancer and she came to you for a loan, and you were like “It’s no trouble.” And when people talk well about you behind your back, that speaks volumes.

Julio Jiménez: Look, the social aspect, when God blesses us, I met the Lord 6 years ago, when we helped those people on the ground, when we gave them shelter and food. God opens the gates of Heaven and the door opens. That also opens my heart. I have a duty, for the 35 years that I spent gambling, to help, to serve and protect. Today my debt is not with the casino nor with their people but with the people who need help. God transformed all of my illness. Because I keep praying every day. I wake up at 3:30 AM to connect with the Lord and to plan my day and I go to bed at 10 or 11 PM planning what business we are going to do. If there is no business, there is no risk. When you fail, it is cowardice. But when you don’t fail you can know for certain that God has picked you up for good. He does not fail. You are the one who fails. If you don’t fail, there will be no failure.

Every business shines, every business prospers, if you put it in God’s hands. And how? With service. thinking that the person who you help, whether good or bad, a believer or not, is a human being, who needs an opportunity. And American Visa is dedicated today to opportunities it is the company of opportunities. We receive people who have been in jail, people who have made mistakes, those who do not know how to read, those who can’t write, those that have many titles and need to be trained because the ego is killing them. Because today the biggest disease in the world is the ego, and depression, anxiety, so here we are about receiving everyone, giving them a hug and finding the wound to heal the soul. When you heal the soul you connect with God.

Finance Colombia: And I believe that also when you come from humble beginnings, you know what’s it like to go hungry, it is different from someone who is born with a silver spoon in their mouth. It is different when you know what’s it like to ask for a chance. when you know how it is to sleep on the floor, like when you were helping them. And helping them without knowing what will happen later, and look at all of this. How many hotels do you have?

Julio Jiménez: Eight hotels. We own three buildings and rent five, we own the transport agencies, American Visa has absorbed the companies that today transport to the most important airport in Colombia, they are from American Visa, of the holding.

Finance Colombia: And that is important because, I’m sorry because I know it is part of your story, but the taxi drivers here in Bogotá have a bad reputation. I wouldn’t say I’m scared, but I look for white cars, because I don’t want to be scammed, to be overcharged because it’s Sunday, or because of a foreign accent, and I look for a reliable transport, reliable people. And if you offer that, how can a traveler get in touch with you? Do you have a website?

Julio Jiménez: Right now, we have just acquired the Taxi Imperial company, who manages the airport. Taxi Imperial.

Finance Colombia: I know them, yes.

Julio Jiménez: American Visa at this moment has strategies… today is February 26, 2026. I ask you that you count 6 months. Give me 6 months my dear Lorenzo, and in 6 months, I’m putting it on the record. What image is the yellow taxi going to have? In 6 months, with the help of our Lord, we plan to transform the yellow transport. You will find the cabins where you will receive a friendly attention, “Where are you going, sir?” I offer you the yellow taxi, or the special service. But the yellow taxi will come out with the predetermined rate so you will see how much the user will pay without surprises. You will have a video camera and audio, if you wish, for security, if you forget an object, if you forget a bag or anything. This project is designed in service of the user. And to improve the image of the taxi driver. But image is improved with proof. And proof will be difficult because it’s a union, I was a taxi driver for 14 years and I charged hard, we are used to charging hard. But if the people who were overcharged paid for a bad service, when you know how much you will pay, with a good service, you will use the service again.

Finance Colombia: I pay more to have no surprises, rather than look for cheap but in the end get surprises.

Julio Jiménez: No, look, I can’t go over the speed limit but I will drive you safely. I’m not going to put reggaeton music, “What music do you want to listen?” I’m going to give you a water bottle, show you the videos that we are going to put in the back, because we are going to have corporate videos about Colombian tourism. We’ll show the hotels, restaurants, travel agencies. Everything you can do in Colombia. We will be professional drivers. Not taxi drivers. Every taxi driver at the airport will be a commercial driver. Selling services, selling a safe package, we are not going to overcharge anymore, we are going to do things well. And that client, we will call them after drop off, Lorenzo is going to his house in Cedritos, in 10 minutes we will call him, “Mr. Lorenzo, how was Mr. Camilo?” “How did he treat you? Would you use the service again?” It’s a post-sale, what we plan to do. That’s why I’m saying, give us 6 months, and you’ll hear about what we did with the yellow taxi in the airport.

Finance Colombia: So in September we are going to do another interview to see how it’s going.

Julio Jiménez: Gladly, I’ll be there to give you the numbers and the statistics of how we did it.

Finance Colombia: Excellent, it’s been an honor. Look, it is impressive what you do here, thanks for your time I know you are very busy in ANATO, we are as well, but what you have done so far is very impressive, I want to see you continue with these successes.

Julio Jiménez: It is for God’s glory, for the inspiration of people to see that all dreams can be fulfilled by faith, by the name of the Lord and in the name of helping society, which is the most important thing because the last thing you think about is in the profit, it will come later. But when you dedicate yourself to serve, to help, to protect. That is the motto of the American Visa company.

Finance Colombia: Well, American Visa, thank you very much.

Julio Jiménez: Thank you Lorenzo, God be with you.

Monetary tightening impacts investment outlook in Colombia.

Colombia’s Banco de la República is preparing for a significant shift in monetary policy as inflationary risks deteriorate. According to the latest report from the Dirección de Investigaciones Económicas, Sectoriales y de Mercados at Bancolombia (NYSE: CIB), persistent internal pressures and a less favorable external environment are driving the need for a more restrictive stance.

Bancolombia’s analysts expect the Junta Directiva of the Banco de la República to increase its policy interest rate by 100 basis points, bringing it to 11.25 percent. This forecast suggests that the first half of 2026 will be characterized by a more aggressive tightening cycle than previously anticipated, with the rate potentially reaching 12.75 percent.

The international landscape is playing an increasingly decisive role in these local policy configurations. A recent week of central bank decisions globally revealed a shift in tone among major financial institutions, primarily due to rising uncertainty stemming from the conflict in Iran. This geopolitical tension has directly impacted costs for energy, transportation, and agricultural inputs.

“The increase responds to the need to send a clear signal of commitment to price stability.” — Dirección de Investigaciones Económicas, Sectoriales y de Mercados at Bancolombia.

In the US, economic activity shows signs of moderation, yet producer price inflation in February exceeded expectations. The yield curve for US Treasuries, managed by the US Department of the Treasury, has shown mixed behavior as the conflict escalates, with the spread between 10-year and 3-month bonds reaching levels not seen since 2023. Inflation expectations in the US have rebounded in the short term, though they remain anchored over longer horizons.

Forecast Category	Mar-25	Sep-25	Dec-25	Feb-26	Mar-26
Year-end 2026 Inflation	3.7%	4.0%	4.5%	6.2%	6.2%
Year-end 2027 Inflation	—	—	—	4.8%	4.8%
Year-end 2026 Policy Rate	6.50%	8.00%	9.25%	11.75%	11.75%
Year-end 2027 Policy Rate	—	—	8.00%	9.75%	10.00%

Domestically, the business indices from think-tank Fedesarrollo showed mixed results for February. However, there are positive indicators in the labor market, as the urban unemployment rate across the 13 primary metropolitan areas continued its downward trend. Additionally, goods exports recorded an advance during the same period.

In the local fixed-income market, the TES fixed-rate curve saw a recovery last week. However, the March Financial Institutions Survey suggests that devaluations of TES may persist in the short term. Long-term TES Class B placements in the first quarter reached 1.0 percent of the GDP.

Energy markets remain volatile as crude oil inventories in the US increased beyond expectations in the third week of March. Despite this, the price of Brent crude rose toward the end of the week, driven by skepticism regarding a potential ceasefire in the Middle East. The Colombian peso appreciated over the past week, tracking the intensity of the regional conflict.

The equity market results for the fourth quarter of 2025 remained neutral and aligned with market expectations. Global volatility continues to be shaped by energy shocks, geopolitical strife, and a cautious approach toward investments in artificial intelligence.

The projected rate hike by the Banco de la República is intended to send a definitive signal of commitment to price stability. This adjustment reflects not only recent inflation trends but also a strategic effort to prevent the further deterioration of expectations in a high-risk environment.

Headline image: Bogotá headquarters of Banco de la República (Banrepublica). Photo credit Juan Enrique Rodríguez, courtesy Banrepublica

While Colombia & Ecuador are at peace, the neighboring presidents have a sour relationship going back to when Colombian President Gustavo Petro initially refused to recognize Daniel Noboa’s election.

Traders and transport operators have suspended a 19-day blockade at the Rumichaca International Bridge, the primary land crossing between Colombia and Ecuador. The protest, catalyzed by a 50% tax imposed by the Ecuadorian government on Colombian goods, was lifted to accommodate travel and commerce during the Semana Santa holiday period. Despite the suspension of the strike, the regional business community reports that significant economic damage and diplomatic tensions persist.

The closure of the border crossing created a substantial disruption in binational economic activity. Estimates from the Cámara de Comercio de Ipiales in Nariño, Colombia indicate that losses reached approximately $5 million USD per day due to freight remaining stationary in the border zone. The Comité Gremial de Trabajadores de la Frontera de Ipiales stated that while the reopening is a responsible gesture for the high-traffic holiday season, current tariff policies continue to threaten hundreds of direct and indirect jobs linked to foreign trade.

The Governor of Nariño, Luis Alfonso Escobar, criticized the trade barriers implemented by the administration of Ecuadorian President Daniel Noboa. Governor Escobar argued that such measures inadvertently encourage illicit activities in the region. He emphasized that instead of facilitating formal commerce, high tariffs drive trade toward illegality, undermining regional security efforts. To mitigate the conflict, the Comunidad Andina de Naciones (CAN) has initiated high-level dialogues. Diplomatic delegations led by Colombian Deputy Minister of Foreign Affairs Juana Castro and her Ecuadorian counterpart, Alejandro Dávalos, held a virtual working group to address pending issues in trade, transport, energy, and hydrocarbons.

“Decisions adopted without considering the reality of our communities have put at risk the livelihood of merchants, transporters, foreign trade workers, and thousands of people who live from binational exchange,” stated the Comité Gremial de Trabajadores de la Frontera de Ipiales.

Diplomatic friction has extended into the energy sector. President Noboa claimed that in 2017, Ecuador assisted Colombia during a potential blackout by charging 1.6 cents USD per kWh, whereas in 2024, Colombia charged an average of 28 cents USD per kWh during Ecuador’s hydroelectric crisis. In response, the Colombian Minister of Mines and Energy, Edwin Palma, clarified that prices during the 2023-2024 El Niño phenomenon reflected the actual costs of production and distribution, particularly when fossil fuel-powered thermoelectric plants using fuel oil and diesel were activated.

The ongoing trade dispute has impacted more than 5,500 companies over the past two months. Diana Marcela Morales, the Colombian Minister of Commerce, Industry, and Tourism, confirmed scheduled meetings with Ecuadorian officials to de-escalate the conflict and establish fair, transparent rules. Concurrently, the Ministerio de Comercio, Industria y Turismo has moved to protect domestic industries by implementing new tariffs on steel and ceramics from countries without existing free trade agreements. These measures aim to counter market distortions and protect a sector that employs more than 50,000 people while promoting circular economy practices and reducing CO2 emissions.

Above photo: Border between Ecuador & Colombia looking towards Ipiales, Colombia (Photo: Cancillería de Colombia)

Governance concerns and profit drops dominate shareholder assembly.

The Ecopetrol (NYSE: EC, BVC: ECOPETROL) General Shareholders’ Meeting concluded at the Corferias convention center in Bogotá, marked by a decline in annual profits and an intensifying debate regarding the continuity of the company’s president, Ricardo Roa. During the assembly, shareholders approved a dividend of $121 COP per share for minority holders and a total payment of $4 trillion COP to the Colombian government, which serves as the majority shareholder. The government’s payout is scheduled for distribution in two installments, to be completed by June 30, 2026.

Click on above image to view shareholder meeting

The financial results for the 2025 fiscal year revealed a significant contraction in net income, which fell to $9 trillion COP from the $14.9 trillion COP reported in 2024. Roa attributed this decline primarily to the volatility of international crude prices. He noted that the average price of Brent crude dropped from $80 USD per barrel to $68 USD per barrel over the period. According to company data, every $1 USD drop in the price of Brent corresponds to a reduction of approximately $500 billion COP in net profit and $700 billion COP in EBITDA. Despite the lower earnings, the company maintained a production level of 745,000 barrels per day and achieved a reserve replacement rate of 121%, the highest in five years.

Governance issues remained the primary focus of the assembly. Minority shareholders expressed concern over the legal challenges facing Roa, who is currently under investigation by the Fiscalía General de la Nación for alleged influence peddling. Additionally, the Consejo Nacional Electoral (CNE) has raised accusations regarding the alleged violation of spending caps during the presidential campaign of Gustavo Petro, which Roa managed. Angela Maria Robledo, Chair of the Board of Directors, defended the decision to retain Roa, stating that the board has activated a evaluation protocol while respecting the constitutional principle of the presumption of innocence.

Shareholders Erupt In Anger At CEO Ricardo Roa:

Abuchean a Ricardo Roa en asamblea de Ecopetrol

“¡Fuera, fuera!”: Este es el momento del tenso abucheo de los accionistas al presidente de la empresa

Videos: Néstor Gómez pic.twitter.com/uyjh4chpl2

— EL TIEMPO (@ELTIEMPO) March 27, 2026

“Ecopetrol is listed on the New York Stock Exchange; we are governed by the strict regulations of US federal agencies. Agencies like OFAC and the SEC could intervene in the company and could even accelerate the payment of financial obligations, which would be extremely grave for Ecopetrol,” stated Martín Ravelo, President of the USO.

The Unión Sindical Obrera (USO), the primary labor union representing nearly one-third of the company’s workforce, has issued an ultimatum for Roa’s removal. Martin Ravelo, president of the USO, warned that the union will initiate a national strike and affect crude production if Roa is not aparted from his position by Monday, March 30. Ravelo expressed concern that Ecopetrol, which is subject to the regulations of the Securities and Exchange Commission (SEC) and the Office of Foreign Assets Control (OFAC), could face federal intervention. He highlighted that Ecopetrol’s current debt has reached $30 billion USD, exacerbated by rising interest rates, and warned that the company lacks the cash flow to respond to potential demands for early repayment of international obligations.

President Gustavo Petro responded to the union’s concerns via social media, stating that the executive branch will take measures to shield the company’s financial future. Petro emphasized the importance of maintaining investment during periods of high oil prices to prepare for future market downturns. He also criticized past administrations for failing to invest sufficiently in clean energy during previous price cycles. In contrast, Ravelo called for the board to maintain its independence from political influence, noting that four of the nine board members have already left formal records supporting Roa’s departure.

Ecopetrol also addressed the national gas supply, with Roa announcing that new regasification alternatives at Puerto Bahía and on the Pacific coast are expected to begin operations in the second half of 2026. These projects are intended to contribute between 186 and 430 Gbtud to the national grid. A third regasification facility in Coveñas is projected to start operations in 2029 with a capacity of 400 Gbtud. Despite these operational plans, the immediate focus of the international investment community remains fixed on the board’s upcoming meeting on Monday, where the leadership deadlock must be resolved to avoid a potential halt in national production.

Headline photo: Former Senator Jorge Robledo admonishes the Ecopetrol board of directors at the March 2026 shareholders’ meeting.

The search for Eric Fernando Gutiérrez Molina, a 32-year-old US flight attendant reported missing since March 22, concluded Friday following the discovery of a body in rural Antioquia, about two and a half hours south of Medellín. Medellín Mayor Federico Gutiérrez confirmed that the remains were located between the municipalities of Jericó and Puente Iglesias, stating there is a very high probability they belong to the American Airlines (NASDAQ: AAL) employee.

Gutiérrez Molina, a Salvadoran-American national who lived in Texas, arrived in Medellín on a commercial flight via José María Córdova International Airport. He was last seen alive on Sunday, March 22, after visiting commercial establishments in the El Poblado neighborhood. Investigations by the Secretaría de Seguridad y Convivencia suggest the victim was targeted by criminals using scopolamine, a sedative that can be used to incapacitate victims for robbery. According to witness statements, Gutiérrez Molina and another flight attendant were approached at a nightclub by individuals who lured them to another venue in Itaguí, a southwestern suburb of Medellín. While the companion flight attendant was able to make it back to her hotel, ill and disoriented, Gutiérrez Molina remained missing for five days.

“We have very clear leads on those responsible,” stated Mayor Federico Gutiérrez. “I have requested that justice be served and that the perpetrators be sought for extradition to the United States if necessary.”

The body was spotted by residents of Puente Iglesias floating in the Río Piedra ravine. The Instituto Nacional de Medicina Legal y Ciencias Forenses is currently conducting formal identification and an autopsy in Medellín. Mayor Gutiérrez reported that he has personally informed the victim’s father, the US Ambassador to Colombia, and the Consul General at the US Embassy in Bogotá regarding the development. The mayor stated that investigators have identified alleged perpetrators and expressed his intent to seek their extradition to the US.

Tengo que dar una triste noticia.
Desde el pasado Domingo, estamos en la búsqueda de Eric Gutiérrez un ciudadano Estadounidense que se encuentra desaparecido.
Lamentablemente acaba de ser encontrado un cuerpo sin vida, entre el municipio de Jericó y Puente Iglesias.
Existe…

— Fico Gutiérrez (@FicoGutierrez) March 27, 2026

This problem is not new. Criminals have been using scopolamine to prey on both Colombians and foreigners for years. Just last week, the Alcaldía de Medellín (Medellín Mayor’s Office) announced the capture of two women, aged 19 and 34, accused of drugging and robbing foreigners in Parque Lleras. The Policía Nacional and the Fiscalía General de la Nación  (Colombia Attorney General’s Office) conducted raids in the Caicedo and Villa Hermosa neighborhoods to dismantle the operation. The suspects reportedly offered escort services as a facade to move victims to tourist accommodations, where they administered benzodiazepines such as clonazepam to facilitate the theft of high-value belongings and cash.

Manuel Villa Mejía, Secretary of Security and Convivencia, stated that the captured women had extensive judicial records for aggravated robbery. During the operations, authorities seized mobile devices, identification documents belonging to other women, and a firearm. Villa Mejía emphasized that the city is utilizing intelligence and focused operations to close pathways for those who instrumentalize tourism for criminal purposes. These actions are part of a broader strategy to weaken the financial operations of networks that continue to target international visitors in El Poblado.

Finance Colombia has also reported on the capture of the Queen of Scopolamine, who led a network dedicated to drugging and robbing tourists in Parque Lleras. Despite prior law enforcement successes against structures like Las Barbies and The Ghetto, predatory crime remains a concern for the international investment community and business travelers.

Also read: Don’t Be A Victim! Six Rules For Safety When Visiting Colombia

photo of Mr. Gutierrez from social media

Wingo expansion strengthens Medellín as a regional aviation hub

Wingo, a subsidiary of Copa Holdings (NYSE: CPA), has announced the launch of two new direct international routes from Medellín to Guatemala City, Guatemala, and Montego Bay, Jamaica. With this expansion, the carrier becomes the only airline to operate these specific nonstop segments from José María Córdova International Airport in Rionegro, which serves the Antioquia region.

The new service increases Wingo’s international portfolio to 10 destinations from the city, complementing its existing network of five domestic routes. According to data provided by the airline, Medellín has become a primary operational base in Colombia. In 2025, approximately 35% of the carrier’s total passenger traffic, representing 1.2 million travelers, originated from or arrived in the city.

“Medellín is a strategic city for Wingo, and these two new routes reflect our confidence in the potential of the city and the response of travelers.” — Jorge Jiménez, Commercial and Planning Vice President of Wingo.

The Alcaldía de Medellín, through the Secretaría de Turismo y Entretenimiento and the Bureau de Medellín y Antioquia, coordinated with airport concessionaire Airplan to facilitate the new frequencies. The Medellín to Guatemala City route is scheduled to begin operations on June 25, 2026, with three weekly frequencies on Tuesdays, Thursdays, and Saturdays. The airline expects to offer 30,000 seats annually on this route, with one-way fares starting at $108 USD, including taxes and fees.

The connection to Montego Bay is slated for a June 23, 2026, start date, also operating three times per week on Tuesdays, Thursdays, and Saturdays. Introductory fares for the Jamaican destination are positioned at $159 USD per trayect. This move follows a 2025 pilot program where Jamaica was marketed as a high-interest destination for Colombian travelers.

Jorge Jiménez, Commercial and Planning Vice President at Wingo, stated that these routes reflect confidence in the potential of the city and the response of travelers to direct, low-cost international options. Ana María López Acosta, Secretary of Tourism and Entertainment, noted that the collaboration between the public and private sectors continues to project the city as an attractive destination for tourism and investment.

The expansion comes as the Aeropuerto Internacional José María Córdova continues to increase its capacity as a logistical platform for the country. Javier Benítez, Manager of the airport, indicated that the arrival of these routes reaffirms the facility’s potential to facilitate international business and connection for the region.

Grupo EPM, the multi-utility conglomerate owned by the municipality of Medellin, reported consolidated revenue of $40.6 trillion COP (approx. $11 billion USD) for the full year 2025. Despite a year characterized by climate variability and increased regulatory pressure, the group saw net income rise to $5.3 trillion COP, a 9% increase compared to 2024 results. Earnings before interest, taxes, depreciation, and amortization (EBITDA) reached $11 trillion COP ($2.98 billion USD).

The Medellín utility unit, EPM, contributed $20 trillion COP in revenue and $4.9 trillion COP in net income. Management attributed the stability of these figures to a diversified portfolio. Power generation remains the primary driver of profitability, accounting for 49% of net income, followed by energy distribution at 27%. The water, sewage, and waste management sectors contributed 15%, while transmission and natural gas accounted for 3% and 1% respectively.

In 2025, Grupo EPM obtained results that confirm its ability to advance in complex scenarios, reflecting work to achieve lasting efficiencies.” — John Maya Salazar, General Manager of EPM

Financial leverage remained within contractual covenants. The debt-to-EBITDA ratio for the group closed at 2.9x, comfortably below the 3.5x threshold required by many credit agreements. For the individual EPM entity, the ratio stood at 3.5x. This solvency allows the organization to continue its capital expenditure program, which saw $5 trillion COP ($1.36 billion USD) invested in infrastructure and social programs throughout the year.

A significant portion of the capital budget was directed toward the Hidroituango hydroelectric project. Approximately $1 trillion COP was allocated to Stage 2 of the project, specifically turbine units 5 through 8. Beyond energy, the company continued funding the Unidos por el Agua and Unidos por el Gas initiatives, which target utility access for vulnerable populations in the department of Antioquia and other regions.

Dividend and Fiscal Transfers

During the 2025 fiscal period, EPM executed transfers totaling $2.6 trillion COP to the Distrito de Medellín. These funds, representing 55% of the utility’s 2024 net income, serve as a primary funding source for the municipal development plan. Additionally, the group generated $21.8 trillion COP in total added value across its areas of operation, including $3.7 trillion COP in taxes, fees, and contributions to the state.

The company is currently undergoing a structural reorganization intended to modernize its operating model. According to management, this transition is designed to improve strategic efficiency as the group faces future macroeconomic shifts. The group’s economic footprint in 2025 included $6.7 trillion COP paid to suppliers and the financial system, along with $3 trillion COP dedicated to direct and indirect employment costs. Total reinvestment into the group’s various subsidiaries reached $5.6 trillion COP to ensure infrastructure modernization.

Financial data and sustainability reports are routinely filed with the Superintendencia Financiera de Colombia. Interested parties can find further information on the company’s investor relations portal or through the Alcaldía de Medellín official website.

Above video: An aerial view of EPM’s Hidroituango hydroelectric dam(video © Loren Moss)

Colombia’s President Gustavo Petro ran for president on a campaign promising Paz Total—Total Peace. He promised to give the FARC dissidents, the vicious ELN guerillas, and mafias like the Clan del Golfo a good talking to, and with that, they will just lay down their weapons and become model citizens. Petro promised that through dialogue with bloodthirsty kidnappers and extortionists, they would be willing to stop being bloodthirsty kidnappers and extortionists; as if they are just misunderstood little muffins who only need a hug.

According to figures compiled by the Universidad Externado and reported by The City Paper Bogotá, Colombia has recorded 40,663 homicides during the first three years of the Petro presidency. Over 400 human rights defenders have been slaughtered between 2022 and 2025 according to the United Nations Office of the High Commissioner on Human Rights. Human Rights Watch reports that the ELN and FARC dissidents have expanded their territories by up to 55%. They are taking back over Colombia.

Under Gustavo Petro’s watch, Colombia has returned to the Institute for Economics and Peace’s Global Terrorism Index top ten list of countries impacted by terrorism, along with Total Peace destinations like Democratic Republic of Congo, Somalia, and Syria. Just this past week, a Clan del Golfo poster was put up within walking distance from the Aeropuerto Internacional José María Córdova just outside of Medellín. This Total Peace nonsense is a failure.

Right now, in the neglected Pacific department of Chocó, the ELN has kidnapped whole communities. Petro ran a campaign promising that he was going to embrace these historically neglected communities—places like Chocó, Nariño, La Guajira, and Norte de Santander—but insecurity is increasing. Chocó’s governor, Nubia Carolina Córdoba, says 6,047 people are trapped inside of their homes because the ELN has announced an illegal armed curfew in the municipality of Bajo Baudó. Most of these people are already poor, and now they have been kidnapped en masse by this guerilla group that operates with impunity because Gustavo Petro coddles them with “dialogue.”

According to Governor Córdoba, they attacked the police station in the village of Santa Rita using grenades attached to drones. It has gotten so bad that Colombia has restricted the entry of drones into the country. These people are calling out for help, but the president insists on talking as the ELN grows and continues to menace the police forces, the Colombian military, and, most importantly, the innocent public.

There is currently public disorder where belligerents have completely blocked the roads in the north of Antioquia, in the region called Bajo Cauca, and also in the neighboring department of Córdoba. The city of Caucasia is under curfew. Antioquia’s Governor, Andrés Rendón, has urgently called on the national government to stop the talk and take action. Groups are attacking ambulances and burning people’s motorcycles as they try to get by the roadblocks, regardless of the emergency.

Governor Rendón stated: “There can be no dialogue amidst blockades and human rights violations. It’s been seven days now with the Bajo Cauca region paralyzed and the country held hostage by chaos.” He called on the Fiscalía General de la Nación to bring those responsible to justice and challenged the Minister of Defense, Pedro Sánchez, to order the immediate reopening of the roads. “We’re not talking about small-scale miners here; behind this are criminal structures, as everyone knows, that finance themselves through illegal mining and move billions of pesos,” Rendón added, demanding full authority against the criminals who use communities as a shield.

El gobernador de Antioquia, @AndresJRendonC, se pronunció sobre la situación de orden público en el Bajo Cauca, en medio de los bloqueos que ya completan varios días y afectan la movilidad y la seguridad en la región. @GobAntioquia pic.twitter.com/4SPQgTa68r

— MiOriente (@MiOriente) March 22, 2026

The current situation with these organized criminal groups—whether regular mafias like the Clan del Golfo or murderous Marxist guerillas like the ELN and the FARC dissidents—is reminiscent of a classroom where a substitute teacher has lost all control. Petro promised Total Peace, but the result has been Total Chaos. Investors do not want to deal with this mess. While the Petro government claims they want tourism to be a major economic driver, road blocks make many areas look like scenes out of Mad Max: Road Warrior. Whole zones of the Pacific coast are unsafe even for residents, met with pure impotence from the regime.

Ten years ago, it was safe to drive from Medellín to the beachside town of Coveñas in Sucre, but that is no longer the case. While it remains safe to visit Colombia for business or tourism in major hubs like Bogotá, Medellín, Santa Marta, or the San Andrés islands, the long-term outlook is concerning. My hope is that Colombians choose a future leader serious about law and order as a prerequisite for human rights. It is not only the government that we need to protect human rights from; those who kill, steal, kidnap, and forcibly recruit children are violating those rights as well.

 

Sale to Parex shifts company focus to midstream assets and LNG.

Frontera Energy Corporation (TSX: FEC) announced a net loss from continuing operations of $663 million USD for the fourth quarter of 2025. This figure includes a non-cash impairment of $603 million USD related to the divestment of the company’s Colombian exploration and production (E&P) portfolio and a $17 million USD impairment regarding its Guyana interest. The company has scheduled a special meeting of shareholders for April 30, 2026, to vote on the divestiture of these assets to Parex Resources Inc. (TSX: PXT).

The definitive agreement for the divestiture establishes a firm value of approximately $750 million USD. The transaction includes up to $525 million USD in equity consideration. Following the completion of the sale, Frontera Energy Corporation intends to distribute approximately $470 million USD to shareholders, which equates to approximately CAD $9.18 per share. This distribution includes a $25 million USD contingent payment.

The divestment marks a strategic shift for the Calgary-based company as it transitions into an infrastructure-focused business model. The new structure is anchored by interests in the Oleoducto de los Llanos Orientales S.A. (ODL) pipeline and the Sociedad Portuaria Regional Puerto Bahía S.A. maritime terminal. For the full year of 2025, the infrastructure segment reported an adjusted EBITDA of $116.6 million USD and a distributable cash flow of $76.7 million USD.

“Frontera now enters its next phase as a more focused, cash-generative infrastructure company, well positioned to deliver durable returns.” — Gabriel de Alba, Chairman of the Board of Directors, Frontera Energy Corporation

A central component of this new strategy is the development of a potential liquefied natural gas (LNG) regasification project in partnership with Ecopetrol S.A. (NYSE: EC, BVC: ECOPETROL). Puerto Bahía has secured a take-or-pay agreement with Ecopetrol S.A., subject to certain conditions, for the project. The initiative is planned in two phases, starting with an initial capacity of approximately 126 million cubic feet per day (MMcfd), with projections to reach at least 300 MMcfd by 2029.

In terms of operational metrics for 2025, Frontera reported an average production of 39,011 barrels of oil equivalent per day (boed). The company recorded an operating EBITDA of $308 million USD for the year. Production costs averaged $9.23/boe, while energy costs were $5.49/boe and transportation costs reached $12.00/boe.

The year-end independent reserves assessment, conducted by DeGolyer and MacNaughton Corp, placed the company’s gross reserves at 94.4 million Boe for the 1P category and 133.8 million Boe for the 2P category. All of the company’s booked reserves as of December 31, 2025, are located within Colombia.

On the environmental and social front, the company reported that 70,162 tons of CO2 equivalent were absorbed through environmental compensation areas in 2025. Additionally, 35% of operational water was reused during the same period. The company also noted a total of $95.1 million USD in purchases from local goods and services suppliers.

Upon the anticipated closing of the arrangement in the second quarter of 2026, Frontera Energy will retain its midstream assets in Colombia and certain non-Colombian interests, including those in Guyana. The company expects to allocate $25 million USD from the sale proceeds to further fund its infrastructure business and strategic growth projects.

New Africa initiative drives 112% growth in non-mining exports.

The Ministerio de Comercio, Industria y Turismo (Ministry of Trade, Industry, and Tourism) hosted the first Foro de Reencuentro Económico CELAC–África at the Ágora Convention Center in Bogotá on March 20, 2026. The event, held as part of a broader high-level forum, aimed to strengthen commercial and investment ties between Colombia and the African continent. During the proceedings, officials identified various sectors for potential growth, including jewelry, agricultural machinery, construction materials, software, digital marketing, and food and beverages.

Minister of Trade Diana Marcela Morales Rojas stated that the forum represents a strategic shift toward trade equity and shared economic opportunities. Over the past four years, the Colombian government has sought to diversify its market reach through economic diplomacy, trade missions, and the establishment of new logistical routes to Africa. Data from 2025 indicates that these efforts have resulted in a significant increase in non-mining and non-energy exports to the continent.

“We aim for this forum to mark the beginning of a new stage: one of strategic cooperation, trade with equity, and the construction of shared opportunities.” — Diana Marcela Morales Rojas, Minister of Trade, Industry, and Tourism.

According to ministry figures, non-mining exports to Africa reached $296.5 million USD in 2025, representing a 112% increase compared to 2024. In terms of volume, these shipments totaled 209,273 tons, a 226.8% rise over the previous year. These goods accounted for 46.6% of Colombia’s total exports to the continent, signaling a shift toward a more diversified export basket. Key products driving this growth include coffee, bananas, machinery, paper, and apparel.

The number of Colombian firms participating in this trade has also expanded. In 2025, 165 companies exported non-mining goods to Africa with values exceeding $10,000 USD, up from 145 companies in 2024. This 15.2% growth in participating firms underscores a transition toward higher value-added exports. Vice President Francia Márquez Mina noted that the economies of Latin America and Africa are complementary, offering potential for the development of new value chains and the utilization of strategic mineral reserves necessary for the global energy transition.

A central component of the forum was a business matchmaking event held on March 17 and 18. Preliminary results from the session show expected trade operations totaling $16 million USD. Nicolás Mejía, Vice President of Exports at ProColombia, characterized the results as a validation of the current market diversification plan. Since the beginning of the current administration, the government has implemented the Estrategia África 2022–2026 to strengthen socioeconomic relations with the region.

Through commercial intelligence analysis, the Colombian government has prioritized nine specific markets for its diplomatic and economic deployment: South Africa, Angola, Mozambique, Nigeria, Ghana, Senegal, Egypt, Tunisia, and Algeria. These nations serve as the primary focus for the continued implementation of the 2022–2026 strategy.

Above photo: MinCIT/Ricardo Báez.

The investigation into Colombia’s President comes on the heels of Petro’s visit to Washington & meeting with Trump.

The Drug Enforcement Administration (DEA) has designated Colombian President Gustavo Petro as a priority target as federal prosecutors in New York investigate potential connections to narcotics trafficking organizations. Records indicate that the US Department of Justice is reviewing multiple inquiries dating back to 2022, primarily supported by information from confidential informants.

The investigations involve allegations regarding interactions with the Sinaloa cartel and the possible use of the Paz Total policy to benefit specific traffickers who reportedly contributed to the 2022 presidential campaign. Documents also mention the potential use of law enforcement assets to facilitate the transport of cocaine and fentanyl through maritime terminals. The priority target designation is applied to individuals whom the DEA identifies as having a significant influence on international narcotics distribution.

President Petro has denied any involvement with criminal organizations or the acceptance of illicit funds for his political activities. In a statement released on social media, he suggested that legal proceedings in the US would eventually disprove allegations originating from political opponents. The Embassy of Colombia in Washington stated that the reports are based on unverified and anonymous sources.

“The reported insinuations have no legal or factual basis,” stated the Embassy of Colombia in Washington.

The inquiry has expanded in recent months, with prosecutors in the Eastern and Southern Districts of New York questioning detained individuals about allegations that representatives of the administration solicited bribes in exchange for preventing extradition to the US. It has not been confirmed whether formal charges will be filed against the president, and the White House has stated it has played no role in the independent judicial process.

Portions of the DEA records cite a 2024 interview regarding allegations that former aides and officials from Ecopetrol (NYSE: EC) (BVC: ECOPETROL) were used to launder funds. Ricardo Roa, the president of Ecopetrol, has denied these claims. Simultaneously, the US Department of the Treasury previously sanctioned Petro in late 2025, citing concerns over cocaine production levels, though specific evidence was not made public at that time.

While Petro denies connections to criminal groups, it is important to note that he was a member of the homicidal M-19 guerilla group in Colombia from his teenage years until the group laid down its arms in 1987. Petro served prison time for illegal arms possession due to his activities with the M-19.

Domestic investigations in Colombia are also ongoing regarding the president’s relatives. His son, Nicolas Petro, faced charges in 2023 related to the alleged receipt of funds from a convicted trafficker. Furthermore, the president’s brother, Juan Fernando Petro, has been linked to investigations involving unauthorized negotiations with inmates at the La Picota prison regarding the Paz total framework and extradition protections.

Witnesses currently in US custody who may be relevant to the ongoing probes include former members of the Venezuelan Cartel de Los Soles and various Colombian nationals recently extradited, such as individuals associated with the La Inmaculada organization and the Clan del Golfo (Gulf Clan). Some reports suggest that sums near $500 million COP were discussed in exchange for gestores de paz (“Peace Manager”) status, though these allegations remain under judicial review.

Headline photo: Colombian President Gustavo Petro (photo César Carrión, Presidencia de Colombia)

This mobile cinema initiative in Medellín provides training for 4,000 creators to boost local digital advertising and entrepreneurship.

MEDELLÍN — The mobile film festival SMARTFILMS announced the launch of its third edition in the “City of the Eternal Primavera” on March 17, 2026. The initiative aims to democratize cinema and foster local creative talent through technology and audiovisual narratives. The program’s goal is to train 4,000 participants in the technical skills required to produce films using mobile devices.

The launch is supported by the Alcaldía de Medellín (Medellín mayor’s office), which is providing 3,300 training slots, the Área Metropolitana del Valle de Aburrá (Aburrá Valley metropolitan area) with 300 slots, and the Cámara de Comercio de Medellín para Antioquia with 250 slots. Additional strategic partners include EPM and Fenalco Antioquia, organizations that focus on regional innovation and commercial development. The official opening, led by CEO Yesenia Valencia, took place at the Poblado branch of the Chamber of Commerce,

“SMARTFILMS is not just a festival; it is a platform that demonstrates that to tell a great story, one only needs a good idea and the device everyone carries in their pocket.”

The 2026 program utilizes a four-phase methodology designed to transition creators into digital entrepreneurs. The first phase involves mass training for 4,000 individuals in mobile audiovisual production. In the second phase, 400 selected participants will attend a specialized bootcamp at the Cámara de Comercio de Medellín para Antioquia featuring industry experts. The third phase focuses on business skills for 40 finalists, covering marketing, digital advertising, budgeting, and legal contracts.

In the final stage, participants must produce advertising content for three local neighborhood businesses to assist in their digital transition. Financial incentives include prizes of $10 million COP for first place, $5 million COP for second place, and $3 million COP for third place. Additionally, finalists receive seed capital of $1.5 million COP per person for recording equipment. Registration is managed through the cineconcelular.com platform.

The festival reports a significant regional economic impact, generating 115 direct jobs and over 300 indirect jobs. The direct positions include 33 payroll staff and 82 contractors based in Medellín. Since its inception, the model has trained 8,000 people and led to the creation of 120 businesses nationwide. These creative enterprises currently report monthly revenues ranging from $2 million COP to $10 million COP.

The 2026 version of the project seeks to expand its reach across all districts of the metropolitan area to stimulate the development of cultural companies and social transformation. Documentation from the organizers highlights a 0% desertion rate among participants over the last two years.

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Berlin has historically reported indications of Rare Earth Elements, Vanadium, Phosphate and Uranium — Positioned as Potential Non-Chinese Critical Minerals Project in the Western Hemisphere

TORONTO — Jaguar Uranium Corp. (NYSE American: JAGU) has commenced an initial rare earth element assessment program at its flagship Berlin Project in Caldas, Colombia. The site is a polymetallic sedimentary deposit containing uranium mineralization alongside associated rare earth elements (REE) and battery-related commodities such as vanadium, phosphate, nickel, molybdenum, rhenium, and yttrium.

The company plans to utilize approximately 20,000 meters of preserved historic drill core for selective re-sampling and assaying. This approach is intended to advance early-stage REE characterization without the immediate requirement for new drilling. The program represents the first dedicated effort by the company to evaluate the rare earth potential of the 9,053-hectare concession area.

“The results could be a step-change in how this project is understood and technically evaluated.” — Steven Gold, Chief Executive Officer, Jaguar Uranium Corp.

“We are now attempting to advance the recognition that Berlin could represent a relevant non-China based critical mineral deposits in the western hemisphere and specifically in Latin America,” stated Steven Gold, Chief Executive Officer of Jaguar Uranium Corp. “We believe the results could be a step-change in how this project is understood and technically evaluated.”

The strategic shift toward REE evaluation follows a period of increased global policy attention regarding critical mineral supply chains. Materials required for defense systems, electric vehicles, and clean energy infrastructure have become a priority for Western governments seeking to diversify away from Chinese-dominated markets. Gracelin Baskaran, director of the Critical Minerals Security Program at the Center for Strategic and International Studies (CSIS), has indicated that the US and the European Union are working to foster independent markets for these materials.

The Berlin Project deposit is situated within a layered sedimentary sequence of phosphate-bearing limestone. The company is employing a three-phase approach for its assessment: core logging and systematic re-sampling, multi-element geological modeling, and an evaluation of by-product economics. This modeling will integrate REE assay data with existing datasets for uranium, vanadium, and phosphate to establish a technical foundation for future resource estimates.

Infrastructure at the site includes proximity to a hydroelectric power source 12 kilometers away and access to a river port approximately 65 kilometers from the project, providing a logistical route to the Caribbean coast. The company, which completed a $25 million USD initial public offering on the NYSE American (NYSE American: JAGU) in February 2026, is also managing the Laguna Salada Project in the Argentine province of Chubut and the Huemul mine in Mendoza.

Technical information regarding the program was approved by Owen D. W. Miller, a qualified person as defined by NI 43-101. The company noted that the Berlin Project remains in the exploration stage and does not currently host mineral resources or reserves as defined under SEC Regulation S-K 1300.

Above photo: Col. John P. Kunstbeck scans uranium ore for alpha and beta radiation signatures outside of a uranium mill. (Photo Credit: U.S. Army photo by Maj. Mark S. Quint)

Medellín, Colombia’s second-largest city, is often cited globally as a textbook example of urban transformation. Central to this evolution is ACI Medellín, the city’s specialized Agency for Cooperation and Investment. By fostering a unique “triple helix” collaboration between the public sector, private enterprise, and academia, the agency has managed to maintain a stable environment for capital even during periods of national political volatility.

In this exclusive interview, Loren Moss, Executive Editor of Finance Colombia, speaks with Cristina Zambrano Restrepo, the Executive Director of ACI Medellín. They discuss how the city nearly tripled its investment attraction over the past year, reaching over $400 million USD, and the strategies used to reassure international investors during a complex electoral landscape in Colombia.

Finance Colombia: I’m here with Cristina Zambrano Restrepo, the Executive Director of ACI Medellín. It’s always a pleasure to be with you. Thank you for the invitation. I know you’re extremely busy, so thank you for making the time to speak with Finance Colombia. How have you been?

Cristina Zambrano Restrepo: Very well, thank you very much. Truly happy to be here with you. Thank you for accepting this invitation. Without a doubt, we work to bring good and positive news to this city, and thank you for being here and for sharing and conveying all of these good things.

Finance Colombia: Yes, today you talked about the successes that ACI Medellín and the city have had this year in attracting investment. Tell us a bit about some of those successes. I think it’s going to be another large business hotel, and tell us a little about how you’ve kept busy.

Cristina Zambrano Restrepo: Of course. A major focus for us is job creation through investment attraction. So, what did we achieve this year? We went from USD 150 million generated last year to more than USD 400 million this year. As I’ve mentioned, this is reflected in the creation of more than 11,500 formal, high-quality jobs generated by this investment attraction. We have major allies and players here, such as Renault-Sofasa, Rivana Business Park, SoftServe, and POMA. A great deal of companies, some already established, others newly arriving in the region. TaskUs too, which is also extremely important and has made major commitments to us. These are the companies that manage to generate that employment.

Finance Colombia: Excellent, that’s fascinating. I have a history with Colombia of about 20 years, and here in Medellín of about 11 years, and it’s truly wonderful to see how the city has grown—not only in population, but in investment and innovation. However, we’re living in a time of high uncertainty around the world—not just in Colombia, not just in the United States, but globally. Especially when we talk about the sector, not in general terms, but politically and economically. Has this made attracting investment more difficult or more challenging over the past year? How has this affected efforts to attract FDI, like, foreign investment, and what strategies have you used to overcome this challenge?

Cristina Zambrano Restrepo: Here, clearly, the political landscape affects and directly impacts confidence, right? The stability of a region, how we present ourselves to the world and to those very large capital investments, showing that we are a stable region, that we believe in them, and that we will support them. So, what strategies do we have? Without a doubt, it has been very challenging. We would like, for example, to be able to offer a range of benefits, extensions, fast-track processes in permitting and such, but in that sense we depend heavily on the national government. But we don’t stop there. We work from the regional level and have a firm commitment locally, focusing on what we ourselves can support, contribute, and manage from this area, the private sector. Which also helped sustain the region during the previous administration, and the academic sector, all the universities, and that ecosystem, which have been fundamental. And now the public sector as well, we are all working together specifically from this region to demonstrate that we are a region that inspires confidence, offers stability, and has all the right conditions for investment to continue to arrive.

Finance Colombia: One thing you’ve mentioned that’s very important, and something Medellín is known for, is the collaboration between the private and public sectors. In many other places, without naming names, it’s an endless war. But in Medellín it has always felt like it’s everybody. That’s why Medellín has always had the Metro and continues to have major projects here, because the private sector has a strong sense of civic ownership. People talk about the GEA, but from a foreign perspective, what I’ve seen is that companies like Grupo Argos, SURA, Bancolombia, and more recently Nutresa, and many smaller ones that aren’t international names, have a sense of belonging and work hand in hand with the government. Speaking of that, for example, Mayor Federico Gutiérrez has traveled to the United States and other places to maintain those good relationships, despite what may be happening in Bogotá or at the Casa de Nariño. What is the importance of the efforts made by the metropolitan government and the city government of Medellín, not only at the ACI level, but also at the level of Alpujarra? How important is this in maintaining a long-term course so that foreign investors continue to see Medellín as a destination, no matter how much may be happening 400 kilometers away?

“We went from USD 150 million generated last year to more than USD 400 million this year… reflected in the creation of more than 11,500 formal, high-quality jobs.” — Cristina Zambrano Restrepo

Cristina Zambrano Restrepo: I think what you’re pointing out is fundamental, and it’s specifically how we’ve achieved this model in Medellín. In a way, when we go out into the world and explain how we work hand in hand, as you said, there are cities and countries that react like, “Why do we need to sit at the same table? I’m very clear about my purpose, and you’re very clear about yours.” Here, the real history of what this city lived through 40 years ago made all of us sit at the same table, and we realized that the efforts of the three actors are always aligned toward the same goals. What always matters to us is citizens’ well-being, quality of life, economic and social development, many things. So when we were going through our hardest moments, we managed to set aside egos, agendas, and competing visions. We sat down, we talked, and we’ve continued to work under that model ever since.

As for what’s happening and what lies ahead in the future: clearly, having a political leader like Federico Gutiérrez, with those strategies and international connections, matters greatly. Countries trust leaders who have demonstrated stability and very clear commitments throughout their governing trajectory, and that’s what our mayor has done. Because of that, they continue to seek us out as a region and want to work with us as a region. As we were just discussing, the investment world is very accustomed to government cycles, more than people might think. They know how to manage political and public-sector issues and how to make bold bets at certain moments. We work on this, and together with the mayor we focus on those countries where we need them to keep believing in us and trusting us. The United States is Colombia’s partner par excellence, that is not going to change. It is the largest market in the world. So the mayor’s strategy of being very close to that government, of working with a binational chamber like AmCham Colombia, which always helps us continue attracting investment and fostering exchanges, is exactly how we work hand in hand.

Finance Colombia: Well, you’ve been very generous with your time. Just two more questions. One is that in the United States, we have a saying: “Nothing happens before the elections.” That big companies are always waiting to see what’s going to happen, what’s going to unfold. Is it the same here in Colombia? I know in Colombia, even more than in the U.S., there’s a law—well, speaking of public contracting, where nothing can really happen. But aside from that, not talking about selling food to a school or something like that—do investors or multinational companies see this as a challenge? Are they ready to sign contracts, or are they waiting to see what happens?

Cristina Zambrano Restrepo: Of course, without a doubt it’s a challenge. And it’s not a minor one. It’s a challenge that forces us to work even harder to demonstrate, from the regional level, just how stable we can continue to be so that investment keeps coming. There are many companies that make their decisions regardless of the electoral period we’re in, largely because, as I mentioned, they know how to manage political risk. But there are certainly many others that are on pause, waiting to see what happens in the upcoming elections. So yes, in that sense, it does present significant challenges. Even so, we are still projecting USD 400 million for next year despite the elections, and we continue to work toward and commit to that goal. And regarding what you mentioned about contracting, specifically public-sector contracting; a city cannot come to a halt just because there is a law on guarantees, right? All of that is already anticipated. Contracts need to be signed and put in motion ahead of time. Everyone here knows how to operate during a six-month guarantees-law period, so everything has to keep moving and functioning.

Finance Colombia: The last question, I’ve known ACI, even from before I was living in Colombia. I’ve now been in Colombia for 12 years, and I’ve known Juan since I was living in Miami. They were always calling me, saying, “Look, come see what we have in Medellín. Come, let us show you something beautiful we have, or an investment opportunity here.” And that was truly a big part of why, when I was living in Bogotá, I decided to move to Medellín. It was exactly like that, maybe not as a major investor, but that attitude, that paisa pride.

Cristina Zambrano Restrepo: Paisa pride, yes, I was just going to say.

Finance Colombia: Exactly, exactly. Like my wife, who’s paisa, when we’re abroad and someone asks her, “Are you Colombian?” she says, “I’m paisa.”

Cristina Zambrano Restrepo: More than Colombian, I’m paisa.

Finance Colombia: What is the “secret hogao” of ACI Medellín? Because regardless of the government in power, regardless of what happens under your leadership, and even looking at the long term, what is the secret sauce behind the success ACI has had as an investment promotion agency? You have a strong global reputation in the FDI space, Foreign Direct Investment. You, as director, as someone who knows how the internal plumbing works, what is the key to the success ACI has achieved?

Cristina Zambrano Restrepo: Well, I think without a doubt it’s our long-term planning. It’s a vision we have for the city, a vision for the territory—a clearly defined commitment. Every time we come in, there’s no need to reinvent things; we need to keep working on what already works. We have a technical team, and this is something I really want to highlight: this is a highly technical organization. While it does, of course, depend on electoral and government cycles, it has a well-trained staff that has been working in these areas for many years, and thanks to them we’ve been able to maintain the stability this institution has. So I would emphasize that, in addition to what you mentioned about paisa pride—which is an identity that characterizes all of us from Medellín. We truly like to see our city doing well; we fight for it, we defend it, we work for it. That paisa pride ensures that everyone who passes through this institution clearly understands the vision and works toward it, regardless of how long they remain here.

Finance Colombia: Yes, it’s true—you have a world-class team, so I know they make your job much easier. Thank you very much for your time; it’s always an honor to see you and to speak with you, and know you can always count on Finance Colombia for anything.

Cristina Zambrano Restrepo: Thank you as well, truly, for being here and for always supporting ACI Medellín. Indeed, you and Finance Colombia have been great partners for us in continuing to share and convey all the news that’s happening.

Finance Colombia: We will, thank you.

Fitch Ratings has revised the national long-term rating outlook for Colombian payroll (libranzas) lender Ban100 to Positive from Stable. The ratings agency also affirmed the bank’s long- and short-term national scale ratings at ‘AA-(col)’ and ‘F1+(col)’, respectively.

The revision reflects a sustained improvement in operating profitability and asset quality metrics. According to the ratings agency, the move is supported by a business model focused on payroll loan (libranza) products, specifically targeting the pensioner segment in Colombia.

“Libranzas” is a form of payroll lending that works via payroll deduction, ensuring that the lender gets paid before discretionary spending.

As of the close of 2025, Ban100 reported a non-performing loan (NPL) ratio (over 30 days) of 1.8%, a decrease from the 2.4% recorded in 2024. This figure remains below the financial system average of 3.8%. Fitch attributed this performance to the bank’s niche specialization and controlled operational structure across more than 1,000 municipalities.

Financial data indicates that the bank’s operating profit to risk-weighted assets ratio rose to 2.12% at the end of 2025, representing a 3.8-fold increase compared to 2024. The recovery in profitability was driven by lower provision requirements, higher debt recoveries, and efficient management of administrative expenses.

The bank’s balance sheet showed total assets of $2.8 trillion COP at the end of 2025. Funding remains diversified, with deposits reaching $2.3 trillion COP and securitization operations totaling $390,000 million COP during the same period. Total loan disbursements for the year exceeded $1.096 trillion COP.

Héctor Chaves, president of Ban100, stated that the outlook upgrade confirms the discipline of the bank’s growth strategy during a challenging period for the Colombian financial sector. The institution continues to focus on providing formal credit access to the base of the population and retired citizens.

The ‘AA-(col)’ rating indicates a very low expectation of default risk relative to other issuers or obligations in the same country. Ban100, which has operated for 13 years, maintains its headquarters in Bogotá and provides savings and investment products alongside its core lending business.

Photo from Linkedin account of Ban100

Fitch Ratings has revised the national long-term rating outlook for Colombian payroll (libranzas) lender Ban100 to Positive from Stable. The ratings agency also affirmed the bank’s long- and short-term national scale ratings at ‘AA-(col)’ and ‘F1+(col)’, respectively.

The revision reflects a sustained improvement in operating profitability and asset quality metrics. According to the ratings agency, the move is supported by a business model focused on payroll loan (libranza) products, specifically targeting the pensioner segment in Colombia.

As of the close of 2025, Ban100 reported a non-performing loan (NPL) ratio (over 30 days) of 1.8%, a decrease from the 2.4% recorded in 2024. This figure remains below the financial system average of 3.8%. Fitch attributed this performance to the bank’s niche specialization and controlled operational structure across more than 1,000 municipalities.

Financial data indicates that the bank’s operating profit to risk-weighted assets ratio rose to 2.12% at the end of 2025, representing a 3.8-fold increase compared to 2024. The recovery in profitability was driven by lower provision requirements, higher debt recoveries, and efficient management of administrative expenses.

The bank’s balance sheet showed total assets of $2.8 trillion COP at the end of 2025. Funding remains diversified, with deposits reaching $2.3 trillion COP and securitization operations totaling $390,000 million COP during the same period. Total loan disbursements for the year exceeded $1.096 trillion COP.

Héctor Chaves, president of Ban100, stated that the outlook upgrade confirms the discipline of the bank’s growth strategy during a challenging period for the Colombian financial sector. The institution continues to focus on providing formal credit access to the base of the population and retired citizens.

The ‘AA-(col)’ rating indicates a very low expectation of default risk relative to other issuers or obligations in the same country. Ban100, which has operated for 13 years, maintains its headquarters in Bogotá and provides savings and investment products alongside its core lending business.

Photo from Linkedin account of Ban100

Arajet seeks to become the dominant low-cost carrier connecting North & South America through its Caribbean hubs in the Dominican Republic.

Dominican airline Arajet has launched a “Hot Sale Colombia” promotion, offering discounted base fares for international travel originating from major Colombian hubs. The campaign targets passengers departing from El Dorado International Airport in Bogotá, José María Córdova International Airport in Medellín, and Rafael Núñez International Airport in Cartagena.

The promotional window is scheduled to run from March 16 through March 22, 2026. During this period, the airline is offering base fares starting at $1 USD. These rates apply to international routes within the carrier’s network and are available across all four of the airline’s service tiers: Basic, Classic, Comfort, and Extra.

Agressive fares through Q3 2026

According to the carrier, the travel window for tickets purchased under this promotion extends from April 15, 2026, to September 30, 2026. The availability of these fares is subject to seat capacity on specific flights. The initiative follows the carrier’s broader strategy to increase its market share in the Colombian aviation sector, which is regulated by the Unidad Administrativa Especial de Aeronáutica Civil (Aerocivil) under the Ministerio de Transporte.

Arajet commenced operations in September 2022 and currently maintains its primary hubs at Las Américas International Airport in Santo Domingo and Punta Cana International Airport. The airline utilizes an all-Boeing fleet, consisting of 14 Boeing 737 MAX aircraft (NYSE: BA). The carrier’s network connects the Dominican Republic with various destinations across North America, Central America, South America, and the Caribbean. In 2023, the airline was recognized as the “Best New Airline in the World” at the CAPA Aviation Trust Summit. The airline’s operations are overseen by the Instituto Dominicano de Aviación Civil (IDAC) in its home jurisdiction. Detailed pricing and baggage policies for the current promotion are available through the company’s digital booking platform.

Aris Mining Corporation (TSX: ARIS; NYSE: ARIS) has released its financial and operating results for the fourth quarter and full year ending December 31, 2025. The company reported 2025 gold production of 256,503 ounces, a 22% increase from the 210,955 ounces produced in 2024. This output exceeded the midpoint of the company’s annual guidance of 230,000 to 275,000 ounces.

Annual gold revenue reached $909 million USD, representing an 82% increase over the previous year. Adjusted EBITDA rose to $464 million USD, up 185% from 2024, while adjusted net earnings were reported at $241 million USD, or $1.28 USD per share. As of year-end 2025, the company’s cash balance stood at $392 million USD, with net debt reduced to $86 million USD from $241 million USD at the end of 2024.

The Marmato Mine produced 28,741 ounces of gold, a 23% increase over the 2024 production level.

Operational Performance at Segovia and Marmato

Operations at the Segovia Operations in Colombia produced 227,762 ounces of gold in 2025, a 21% increase from 2024. This performance was supported by average gold grades of 9.82 g/t and a 17% increase in tonnes milled, following the installation of a second ball mill in June 2025. All-in sustaining costs (AISC) for owner-operated mining at Segovia were $1,534 USD per ounce, while AISC for Contract Mining Partners (CMPs) was $1,973 USD per ounce, reflecting a purchase formula linked to rising gold prices.

The Marmato Mine produced 28,741 ounces of gold, a 23% increase over the 2024 production level. The result exceeded the 2025 guidance range of 20,000 to 25,000 ounces. The company is currently advancing construction of a new carbon-in-pulp (CIP) processing facility at Marmato, with first gold production expected in the fourth quarter of 2026.

2026 Outlook and Project Development

Aris Mining has set its 2026 consolidated gold production guidance between 300,000 and 350,000 ounces. Production is expected to be weighted toward the second half of the year as the Marmato CIP plant begins operations. At Segovia, production is forecast to increase to between 265,000 and 300,000 ounces.

The company also provided updates on its development portfolio:

• Soto Norte Project (Colombia): Aris Mining completed a Prefeasibility Study (PFS) in September 2025. The company intends to submit an environmental license application to the Autoridad Nacional de Licencias Ambientales (ANLA) in the second quarter of 2026.
• Toroparu Project (Guyana): A Preliminary Economic Assessment (PEA) was completed in October 2025, and a PFS is currently underway with a targeted completion in 2026. A construction decision is anticipated in early 2027.

In the fourth quarter of 2025, Aris Mining used $60 million USD in cash for the acquisition of the remaining 49% interest in the Soto Norte project. Subsequent to the year-end, the company received a $40 million USD installment deposit under its precious metals stream financing after reaching a 50% construction milestone at Marmato.

Aris Mining’s operations are subject to oversight by the Agencia Nacional de Minería (ANM) in Colombia and the Guyana Geology and Mines Commission (GGMC) in Guyana.

Frontera must pay a $25 million USD breakup fee to Geopark.

Frontera Energy Corporation (TSX: FEC) has entered into a definitive arrangement agreement to divest its Colombian upstream exploration and production (E&P) portfolio to Parex Resources Inc. (TSX: PXT) for a total firm value of approximately $750 million USD. The transaction follows the termination of a previous agreement with GeoPark Limited (NYSE: GPRK). Frontera opted for the Parex proposal after the Calgary-based independent producer offered $525 million USD in equity consideration, a $125 million USD increase over the prior GeoPark bid. As part of the transition, Frontera has paid a $25 million USD breakup fee to GeoPark.

The $525 million USD equity consideration includes an immediate $500 million USD cash payment upon closing and a $25 million USD contingent payment. The latter is dependent on the execution of a contractual amendment or binding agreement to extend the term of the Quifa Association Contract within 12 months.

Beyond the cash equity, Parex will assume $390 million USD in existing Frontera liabilities. This includes $310 million USD in 2028 Senior Unsecured Notes and an $80 million USD prepayment facility with Chevron Products Company, a subsidiary of Chevron Corporation (NYSE: CVX).

Following the close of the deal, Frontera intends to distribute approximately $470 million USD to its shareholders, which equates to roughly $9.18 CAD per share based on current exchange rates and outstanding share counts. This distribution is subject to shareholder approval and the successful completion of the transaction.

Frontera is retaining its exploration interests in Guyana.

Shift to Infrastructure Focus

Upon completion, Frontera will pivot its corporate strategy to focus exclusively on energy infrastructure. Its remaining portfolio will be anchored by two primary Colombian assets:

• A 35% equity interest in Oleoducto de los Llanos Orientales S.A. (ODL), a critical crude oil pipeline.
• A 99.97% equity interest in Sociedad Portuaria Puerto Bahía, a multipurpose port facility in Cartagena.

The company will also retain its exploration interests in Guyana. Frontera’s infrastructure division generated approximately $77 million USD in distributable cash flow in 2025. Post-transaction, Frontera expects to maintain $50 million USD in cash reserves to fund growth projects, including a potential Liquefied Natural Gas (LNG) regasification project in partnership with Ecopetrol S.A. (NYSE: EC; BVC: ECOPETROL).

Orlando Cabrales, CEO of Frontera, noted that Parex is currently the largest independent operator in Colombia and a pre-existing partner in the VIM-1 block, which suggests operational continuity for the assets and employees involved.

The independent members of Frontera’s Board of Directors have unanimously recommended the deal. Major shareholders The Catalyst Capital Group Inc. and Gramercy Funds Management LLC, who collectively hold approximately 53% of Frontera’s outstanding shares, have signed support agreements to vote in favor of the arrangement.

Timeline and Approvals

The transaction is structured as a plan of arrangement under the Business Corporations Act of British Columbia. It requires the approval of at least two-thirds of the votes cast by Frontera shareholders at a forthcoming special meeting.

The deal is also subject to approval by the Supreme Court of British Columbia and relevant regulatory bodies in both Canada and Colombia. Parex will fund the acquisition through existing cash, credit facilities, and an underwritten financing commitment from Scotiabank (TSX: BNS; NYSE: BNS). Closing is anticipated in the second quarter of 2026.

Citi (NYSE: C) served as the financial advisor to Frontera, while BMO Nesbitt Burns Inc. provided a fairness opinion. Legal counsel was provided by Blake, Cassels & Graydon LLP and McMillan LLP.

Above photo: Frontera Energy’s Quifa field Meta Colombia. Photo credit: Frontera Energy.

The move targets a high-value niche in the European bioeconomy, offering a scalable model for sustainable Amazonian exports.

The Colombian government has formally submitted a technical and scientific dossier to the European Union seeking authorization to market cacay flour as a “Novel Food.” This regulatory category governs the entry of non-traditional food products into the European market.

The submission is the first of its kind for an Amazonian product from Colombia. It follows a 2024 initiative involving the Ministry of Commerce, Industry, and Tourism and the [suspicious link removed]. The process was supported by the Sustainable Forest Territories (Territorios Forestales Sostenibles or TEFOS 3) project, a program funded by the British Embassy and the German Cooperation GIZ.

Diana Marcela Morales Rojas, the Minister of Commerce, Industry, and Tourism, stated that the application positions cacay as a strategic component of the national portfolio of high-value natural ingredients. The technical dossier was structured according to the guidelines of the European Food Safety Authority (EFSA). To meet these standards, Colombia provided evidence of safe historical consumption for at least 25 years, alongside data on nutritional profiles, safety, traceability, and sustainable production processes.

The administrative validation phase is expected to take one month, followed by a technical and scientific evaluation by EFSA that may last up to nine months. Six Colombian companies participated in the drafting of the expediente, providing technical data and validating industrial processes to demonstrate the feasibility of large-scale production under international standards.

“This step positions the cacay as a strategic ingredient within the Colombian portfolio of high-value-added natural products.” — Diana Marcela Morales Rojas, Minister of Commerce, Industry, and Tourism.

The cacay nut, native to the Amazon and Orinoquia regions, produces a seed containing up to 60% oil rich in omega-6 and omega-9. The flour, a byproduct of the oil extraction process, contains approximately 40% protein and high fiber content. Beyond its nutritional applications, the crop is integrated into agroforestry systems aimed at restoring degraded lands and promoting biodiversity.

Currently, the cacay value chain involves more than 500 peasant and indigenous families. If approved, the flour would join Colombia’s non-traditional export basket to Europe, reinforcing a bioeconomy model based on fair trade and the sustainable use of biodiversity.