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US based TaskUs continues to grow across the globe, but especially in Colombia. Opening its first location in Cali during the COVID-19 pandemic, the customer experience outsourcing company already has several locations throughout Cali and Medellín Colombia. During the company’s celebration of the opening of its newest facility in Medellín’s centrally located Punto Clave shopping complex, with a direct connection to Medellín’s metro system, Finance Colombia’s Executive Editor Loren Moss sat down with Taskus executives Stephan Daoust and Darryl Hill to better understand what is fueling the company’s industry leading growth and strong bet on Colombia.

Finance Colombia: So we’re here in Medellín at your new facility. Tell me, first, let’s talk about why TaskUs chose Colombia. You guys haven’t been in Colombia very long, less than five years, but you’re already growing rapidly down here. What caused you to first look at Colombia and then kind of, you know, go ahead and jump in and commit to the market?

Stephan Daoust: Sure, as an organization, we realized that we wanted to be more global and expand our footprint. Although the company started in the Philippines, we knew that if we wanted to compete on a larger scale, we would have to be in multiple areas around the world.

Click on the above image to watch the video.

When we looked at LATAM, we had opportunities in several countries, but we narrowed the field by looking at the culture, the talent, the opportunity, what our clients may be looking for, as well as in terms of locations, we looked at real estate. So several factors come in when we start looking at where we’re going to establish. So when we came into Colombia, we decided to start in Cali and then expand from there.

But what we found in Cali was that the talent, the richness of the talent, the opportunity was very strong, and the demand from our clients became very strong. We see great performance, we see great opportunity, and the teams are well-educated and work well in terms of supporting. And they have this hunger for development and career, and this allows them to tie our rapid growth with their demands for growth, and it’s a great fit. And that’s why we’ve seen this success in Colombia, and that’s why we continue to invest in Colombia.

Finance Colombia: How do you find, as the senior vice president in charge of different regions, how do you find the ease of doing business in Colombia compared to the other areas, compared to the EMEA region, for example?

Darryl Hill: Yes, what I like about Colombia is that it executes flawlessly in the main, and we deliver a great product for our clients. The clients, when we get them into this part of our global business, they want to grow with us, and that’s important. There are cultural differences across Europe, the Middle East, Africa, and the Americas, and different clients have different needs, okay?

When I think about Europe, the needs are very different from what we have in LATAM. It’s predominantly around what we call multilingual hubs, where TaskUs provides the capability of around 30 languages in Europe. When I look at LATAM, it’s predominantly Spanish and English, and that gives us a different cultural alignment. We’ve got different requirements for our clients. But ultimately, we developed a culture that’s pretty consistent within TaskUs, so the cultural element, for me, is not any different. The client’s requirements are what make a change in terms of where we go next.

Finance Colombia: Yeah, I notice that culture is very, very strong in TaskUs. I noticed that even down in Cali. What do you guys do to nurture that unified culture among your different locations?

Stephan Daoust: Yeah, I mean, it starts with… The co-founders have started with this in mind, right? They started with an opportunity that’s focused on employees, and looking at respecting their needs. When you look at our structure and where we’re located, we’re predominantly located in Tier 2 cities. We do have some Tier 1 cities that we compete in, and the reason why we do that is because we need more specialized skills, or there’s a requirement from a client perspective. But from a TaskUs selection process, we start with looking at Tier 2 cities. Why?

Because we found tremendous talent, we find the opportunity to employ many, and we go to the locations where people are located. They don’t have to move to Bogotá, they can have a job in Medellín, they can have a job in Cali, they can have a job wherever they’re located, wherever they want to be located. So, it diminishes the movement and the pressure of having to try to move to find employment, and it allows people to just grow in the areas that they want to grow. May that be their homes and their families, and have that support as well as grow their careers

So, it starts at the foundation of how we’ve set up. When we look at our sites, we’ve built our sites with culture in mind, making sure that they have their own identity. The sites are named by the employees, not by the organization. So, the employees get to identify their own identity within the sites as well, and want to kind of contribute to growing. They feel more natural here, right?

I’ve heard many times this week, just having these focus groups with our people, that they talk about, you know, “We’re not a number,” right? “We’re treated like humans and it’s personal,” and that interaction. So, it starts at the top, in terms of driving that culture and that support, but the everyday function of our team leaders, our managers, our senior managers, they’re approachable. They support our teams. They have personal conversations, not just about work, but they’re looking to administer life. We look for both passion and purpose within their work, but outside of work as well. And that promotes this culture of, you know, being tied together, wanting to be successful together, rather than the individualism that we often see in this kind of industry.

Finance Colombia: And tell me about, we’re here in Punto Clave (‘Key Point’), and Punto Clave, and I don’t know how much you guys know locally from being in Medellín, but one of the reasons it has that name is because it’s kind of a nice area, but it’s also very central. You’re not really in downtown, but you can also reach both ends (north & south) of the city with the metro and everything like that. How did you guys come to choose the Punto Clave location?

Stephan Daoust: Yeah, I mean, once you come to the location and understand our culture, you know exactly why we picked it. Ease of getting here, right? Our teammates don’t have to travel two or three hours to get here. They don’t have to get into three different modes of transportation to be able to connect and come here. The station is just outside. So the selection process comes with the culture in mind, thinking about how we make this easier for people to come to us, rather than making it difficult, and being in a central location where maybe it’s great for business, and perhaps it looks posh and comfortable for a company. We’re not about that. We’re about the employee experience. So it was very easy to select this process or select this area because of the accessibility that they have to come to work every day, and making that, as much as possible, easier for them.

They have great shops in the area. They got great food. They want to run an errand after they’re done at work; they can do that, right? So there’s plenty of opportunity for them to be here and support. We would never be in a location where it’d be very difficult to get to and people would have to travel hours to get to, because that would just not be our DNA. That’s not who we are.

“So it is critical that we can hire the talent. The talent is here. In some cases, even if it’s a bit raw and we need to develop, that’s great.” – Stephan Daoust

Finance Colombia: What is it that you guys do in your talent process to ensure that you not only cultivate the right talent once you have it, but also select the right talent? You know, I told somebody the other day, talent is hard. Talent is the hardest part of, I think, any business, but especially in a business where… I think this place has a capacity of 800, when you need to hire a lot of people, and there’s competition in the city. What is the method or the ingredient that TaskUs has that sets it apart when it comes to recruiting and developing talent?

Darryl Hill: What’s important is that we align on the profile from the very beginning in terms of the job and the responsibility. And it’s so important that we continue to evolve that profile. So with all the clients that we have all over the world, there are very different requirements. So, for this particular environment that we have in Medellín, we’ve got a very young environment, I would say 20 to 25-year-olds, because I asked the question this week; they are conscious that the BPO industry is evolving, and they want to work somewhere where it’s a little bit different. And the TaskUs secret sauce that we have in Colombia is that we’ve created a perception in the open market that we look after our people.

And every time I ask the same question, what sets us apart? It’s about the culture and the people. And the only other thing I’d add to the last question is that when we select leadership, it’s all about humility. And the people who are most important in this organization are our teammates. And that is clear for all levels of responsibility. And we continue to drive that with our people. Very, very humble approach to how we hire, retain, and develop our people.

Finance Colombia: What is your evaluation? And this is for both of you, so please both of you chime in. As a company that operates globally from the APAC region to the EMEA region to here in the Americas, what is your evaluation of the talent and everything from management potential and technical literacy, and bilingualism of the workforce that you have in Medellín?

Stephan Daoust: Yeah, I mean, one of the selection processes, the level of education and opportunity for us to identify people who want to learn, want to grow, and can commit to growing their career, or want to commit to growing their career. The other part that we do quite well is that we also create our programs to develop people. So we have the academy, which looks at a range of businesses.

So if you want to do quality, there’s a program for that. If you want to do workforce management, there’s a program for that. You want to be a team leader, there’s a program for that, manager… So every position that we have within the business has a development program that’s attached to it. So, what we hire for from a leadership standpoint is really about the capability to learn, the capability to be adaptable, and the capability of caring for people. Those are probably the three fundamental areas that we look at when we look at our leadership.

Much of our leadership is growing internally. If you look at both Darryl and me, we both started as teammates. We won’t mention the years here. It’s been a couple of years, but ultimately, I started as a teammate taking calls. I’ve done every role within the operation. So we create this and we have our leaders understand what it means to be a teammate, what it means to be a team leader, and have some empathy and some compassion on what that role means, and also be able to support the future of that.

So it is critical that we can hire the talent. The talent is here. In some cases, even if it’s a bit raw and we need to develop, that’s great. That’s what we want. We want to be in a position where we create this culture and push that culture into them. And we teach them the rest. At the very end, we can teach them skills. If people want to learn and they’re adaptable, we will teach them whatever they need to learn to be successful in this environment.

Darryl Hill: Yeah. The only thing I’ll add is that our retention at the leadership level is phenomenal, which I have not seen before. And that is, again, going back to the culture, but also we have developed an internal strategy about how we keep those people interested in their current roles. And we give them the opportunities to grow. There is no particular part of my region that doesn’t continually grow. So there’s always an opportunity.

And when we get feedback around surveys, whatever else, one of the fundamental challenges I’ve seen in other organizations is, I have no opportunity to grow. But as we continue to do a good job and our clients appreciate what we’re doing for them, we continue to grow those clients, and people see those opportunities that they may not see in other places, which is important.

Finance Colombia: One of the things I noticed about TaskUs is that it has a very appetizing benefit package. And I hear that you guys give all of your employees, not just the mandatory EPS, but the same plan that the executives get, like the SURA plan, which is, you know, what I have that I pay for. And that’s kind of unheard of. That’s like for bank executives. Tell me about your philosophy. Is that true? And expand upon your philosophy when it comes to taking care of your teammates from the top to the very entry level.

Stephan Daoust: Yeah, and I think it goes back to the culture, right? The fundamental piece of the culture is that we don’t treat our C-suite level any differently than we treat our frontline. Yeah, there are some things that we need to manage, do, and support. But when it comes to benefits, we do provide additional benefits, not just the requirements in the country. And that is one of the reasons why some of the employees have been attracted to us because we’re providing that. There is no difference between the VP level in terms of what he has received in terms of a package at this site and the teammate level.

Why is that? Because the teammates are the most important. The frontline is the most important function. Without them, there’s none of us, right? So we provide them no distinction. We provide them the same access and the same support that we would provide our executive team for that reason alone, because at the very core, we’re about the people, caring about the people who take care of us.

Darryl Hill: Yeah, the only thing I’ll add to that, what I like about TaskUs is that we continue to reassess those benefits, right? In the main, it’s annually, but we get feedback locally. We get expert guidance from our leadership and our teammates in particular. And we take action on their feedback. So if something isn’t working out, we will make a change. We’re not afraid to do that.

Stephan Daoust: Just the interesting thing about that. Darryl and I both spend time in our locations. And when we go into locations, the most important meeting that we have is with our teammates. So we have focus groups. We meet with our teammates directly with no leadership in the room. And we ask them, “What do you love about us? What can we do better? How can we make this thing better for us and you, right? How can we take care of you so we can take care of our clients?”

So we don’t need a suggestion box. I mean, we formally do an opinion survey, but not only when we travel, but the leadership team is responsible for doing them regularly, and to report on them and identify what the opportunities are. Some things are easy to fix. You can do it the same day. Some will take a bit longer, and some will be challenged. But the reality is that’s why we exist. We exist here to make that life better. And our job is to get better every single day. That’s the motto.

Finance Colombia: Impressive. Is there anything that you wanted to mention that I neglected to ask?

Stephan Daoust: No, I think, I mean, ultimately, we want to continue to grow. I think we have a great opportunity to do that. It’s been fantastic so far in terms of Colombia’s support; our partners, when you talk about ease of doing business and supporting, we get media partnerships, we have government partnerships, we have non-governmental partnerships.

We’re just so happy with the support that we’re getting. I think everyone realizes the common ground that we are trying to create an environment of opportunity and careers, and they want to go on that journey with us, so we’re happy to take them along. TaskUs is growing faster than anyone in our space. We continue to grow at double digits. And that is because of the work that our teammates are doing every single day. So I can’t be more pleased with the story in Colombia, and we look forward to growing.

Laura Sarabia, a key figure in Gustavo Petro’s team and currently Minister of Foreign Affairs, is now under a judicial investigation launched by the Supreme Court of Justice over allegations of illicit enrichment, influence peddling, and money laundering. The inquiry also includes her brother, Andrés Sarabia, whose sudden wealth has raised questions.

The case comes from a formal complaint filed in June 2024 by the ‘Red de Veedurías Ciudadanas,’ a citizen oversight network. On May 9, 2025, the Delegate Prosecutor before the Supreme Court of Justice officially opened an investigation into the matter, according to the Medellín daily El Colombiano. Initial steps included gathering documentation verifying Sarabia’s constitutional protections as a high-ranking government official, such as her appointment decrees and income records from 2022 to date.

The scrutiny focuses exclusively on Sarabia’s time in public office under President Gustavo Petro. This includes her roles at the Department for Social Prosperity (2023), as Director of the Administrative Department of the Presidency (Dapre) in 2024, and now as Foreign Minister.

The network’s complaint questions the source of the family’s wealth, particularly that of Andrés Sarabia. The group alleges that within less than two years, he went from living simply to building a fortune, driving luxury cars, traveling in private jets, and moving to a high-end apartment in Bogotá’s Parque de la 93 sector. This sudden lifestyle change and alleged connections to high-level figures indicate possible misuse of influence linked to his sister’s positions in government, according to the complaint.

There are also concerns about Consulting S.A.S., a consulting company allegedly formed with only $6 million COP in capital—less than $1,500 USD as of the date of publication. The company was registered electronically by Laura Sarabia, her husband Andrés Fernando Parra, and her brother. However, the business was placed solely under her husband’s name, allowing Sarabia to avoid disclosing her indirect ties in official declarations during her public service tenure.

Sarabia’s attorney, Lina Sandoval, posted a video on X defending the minister and questioning the motives of her accusers. “Can those attacking her justify their own wealth and expenses? I doubt it,” Sandoval said, adding that more evidence would be presented in court by June 9. That date also marks hearings related to another case in which Sarabia is testifying against Minister Armando Benedetti for alleged violence against women.

Meanwhile, tensions have reportedly risen within the government, as the rumors of friction between Sarabia and President Petro grow. A recent disagreement was visible over recent foreign policy differences, when with a post on X Sarabia congratulated Daniel Noboa election as President of Ecuador, while Petro questioned the legitimacy of Noboa’s election in his own account of this social media platform. Sarabia denied any rift, stating during a speech commemorating her first 100 days as Foreign Minister, that she maintains “good communication” with the president despite divergent views. As the investigation progresses, the case highlights broader concerns over transparency and the concentration of political power within families closely tied to Colombia’s government. For now, both Sarabia and the president deny any misconduct, but the coming weeks may determine whether the allegations gain traction or are dismissed as politically motivated.

Headline photo: Laura Sarabia (Photo: Cancillería de Colombia)

Colombia is fast becoming one of Latin America’s most attractive destinations for conferences, trade fairs, and business events. In short, what people in the Travel Trade call MICE (Meetings, Incentives, Conferences and Exhibitions).  

With modern infrastructure, warm hospitality, and diverse cities, Colombia offers plenty of options for hosting conferences, meetings, and conventions. From its interesting capital to its Caribbean coast, Colombia blends business with cultural richness and unique local experiences. You cannot go wrong scheduling your next event in Colombia. 

Here’s a closer look at the top four cities to consider when planning a conference in Colombia. 

Bogotá: Big City, Big Capability

Located at 8,660 feet above mean sea level, Colombia’s capital city is its main business and transportation hub. As the city with the best international flight connections, it’s the easiest entry point for most foreign visitors. Bogotá has the country’s largest and most advanced conference infrastructure, making it the go-to choice for large-scale international events. 

The Ágora Bogotá Convention Center has a capacity of 4000 people in its main hall and a total capacity of over 10,000 attendees spread across multiple spaces. Corferias offers space for 13,000 attendees across 23 halls. The location is equipped with high-tech facilities and flexible layouts. Hotels such as the Grand Hyatt and Hotel Tequendama also provide excellent options for mid-sized events and breakout sessions. 

The city’s strengths go beyond its infrastructure. Bogotá offers a wide range of hotels, dining, and cultural attractions, from world-class museums to lively nightlife.  

Above – principal entrance to Bogotá’s Corferias Convention Center (photo: Mano Chandra Dhas)

The high altitude can be a challenge for some visitors, and the capital city’s traffic congestion is a well-known issue. The weather tends to be cool and often rainy, so participants need to pack accordingly. 

Cartagena: Where Business Meets the Beach 

Cartagena is perhaps Colombia’s most picturesque destination. The city, a UNESCO World Heritage site, blends colonial charm with Caribbean flair. With its ocean views and cobblestone streets, Cartagena is perfect for conferences that aim to mix business with pleasure. 

Conference organizers will find good infrastructure in the city. The Cartagena Convention Center is the largest venue and can accommodate over 6,000 people. Several beachfront hotels, including the Hilton, Las Américas, and Hyatt Regency, also offer high-quality meeting spaces. 

The tropical climate, historic ambiance, and beachfront setting make Cartagena a favorite for incentive trips, leadership retreats, and mid-sized international events. That said, costs tend to be higher than in other Colombian cities, and the climate, hot and humid year-round, may not suit everyone. Even though direct international flights link the City to some parts of the world, access is more limited than in Bogotá. 

Medellín: The Eternal Spring and Innovation 

Once known for its troubled past, Medellín has transformed into a symbol of innovation and urban renewal. Located in a mountain valley, the city enjoys spring-like weather throughout the year, which is ideal for hosting events any time. 

Medellín’s main venue, the Plaza Mayor Convention Center, can host up to 18,000 people across multiple halls. Other options include the Palacio de Exposiciones and several upscale hotels such as the Intercontinental and Dann Carlton. 

What sets Medellín apart is its emphasis on creativity and technology. The city has a growing reputation as a tech and innovation hub, making it especially appealing to industries focused on entrepreneurship, digital services, and design. Public transportation is efficient and well-organized, but Medellín has fewer luxury hotels and direct international flights than Bogotá or Cartagena. 

Cali: Colombia’s Cultural Beat 

Cali is Colombia’s salsa capital—a lively city where music, dance, and joy are part of daily life. While it may not be as internationally known for conferences as Bogotá or Cartagena, its event facilities are growing rapidly. 

The main venue, the Centro de Eventos Valle del Pacífico, can host large-scale gatherings of up to 12,000 people. Hotels like Spiwak and the Intercontinental offer smaller, high-quality meeting spaces. 

Cali’s weather is warm and pleasant throughout the year, and the city’s cultural scene makes for memorable off-agenda experiences. It’s more affordable than many of Colombia’s larger cities. However, international connectivity is more limited, and while safety has improved significantly, some areas still require extra caution and planning. Incidentally, Cali is also known for its birding offerings. 

Planning the Event in Colombia 

While Colombia offers a wide range of choices, a few key factors will help you pick the right location. 

First, consider the time of year. Colombia is the rainiest country in the world. While the rainy seasons usually fall in April–May and October–November, in some cities like Bogotá, it can rain right around the year. If your event includes outdoor activities, scheduling the event will be important. Travel logistics also matter. While Bogotá offers the best connectivity, moving between cities often involves short internal flights. 

Ensure your chosen venue can provide needed services like translation, A/V support, and planning assistance. Many also offer optional cultural programming: from traditional dance performances to local cuisine tastings that can elevate the event experience. For security and logistics, it’s always smart to work with a local destination management company familiar with the area. 

MICE in Colombia 

When it comes to MICE, Colombia offers something for everyone. Bogotá provides scale and connectivity. Cartagena delivers beauty and history. Medellín brings innovation and ideal weather. Cali adds rhythm and culture. Each city offers its unique flavor. What they all share is a warm welcome and the chance to turn a business trip into an unforgettable experience. 

Corferias. Photo credit: Mano Chandra Dhas.

The Asociación Colombiana de BPO (BPrO) hosted its CX Interaction Awards 2025 at the Hilton Hotel in Cartagena as part of the Customer Experience Summit 2025.

The CX Interaction Awards are given out by BPrO to recognize companies in “all sectors of the economy with customer interaction processes, which, in the implementation of projects, contribute to the success of the company, providing a better service and promoting company/client relationships.”

BPrO created the awards as a way of recognizing the kinds of exceptional performances and services provided by companies important to the BPO industry to their clients, and to encourage other companies to follow their lead in excellence.

The following is the full list of gold, silver, and bronze award winners in each category.

Best Customer Experience Strategy

Best Human Capital Management

Best Employee Engagement Strategy

Best Contribution to Social Responsibility

Best Inclusion and Diversity Strategy

Best Data Analytics Strategy

Best Technological Contribution

Best Multichannel/Omnichannel Strategy

Best Social Networking Strategy

Best Outsourcing Company Operation

Best Internal Operation

Best Collection Strategy

Best Shared Service Center Management for Customer Service

Best Innovation Strategy for Shared Service Centers

Best Export Management

Executive of the Year Award

Talent Award

The return to ENSO-neutral conditions (El Niño Southern Oscillation) in the Pacific Ocean will bring with it a climate scenario that, although predictable in seasonal terms, represents significant challenges for the country’s agricultural production. This is what the Rural Agricultural Planning Unit (UPRA) warns in its April Agroclimatic Bulletin, which analyzes climate projections for the period April-June 2025.

According to analysis based on IDEAM data (Colombia’s Institute of Hydrology, Meteorology and Environmental Studies), in the coming months, rainfall in the Andean, Caribbean, and Orinoquia regions is likely to be between normal values and up to 40% above historical averages. This increase, although natural in the rainy season, translates into a latent risk of extreme events that could affect both agricultural production and rural infrastructure,” explained Eliecer Díaz Almanza, an expert from the UPRA.

Headline image: Cacao fruits, when processed correcty, render chocolate.

The impact is expected to be especially relevant on crops sensitive to excess water, such as bananas and plantains, cacao, avocado, vegetables, and potatoes. In addition, high humidity conditions could lead to the proliferation of pests and diseases, affecting animal and plant health.

The acting director of the UPRA, Dora Inés Rey, highlighted the importance of consulting the Agroclimatic Bulletin to plan and, thus, reduce the impact of agroclimatic risks: “Having this information has been fundamental for decision-making. It allows farmers, producers, and authorities, both regional and national, to anticipate, prioritize actions in crops, adapt infrastructures, and protect production systems that are at risk.”

Special attention to the ACFEC

The bulletin highlights that productive areas under Ethnic and Community Family Peasant Agriculture (ACFEC) schemes are especially vulnerable. It is estimated that, in departments such as Antioquia, Cundinamarca, Boyacá, Nariño, Cauca, and Valle del Cauca, agroclimatic conditions increase the risk for small producers and production systems located in alluvial soils or with a high water table.

In regions such as the Caribbean, Pacific, and Andean, a medium and low risk of excess moisture is projected in agricultural and livestock areas in specific areas. The potential impact also extends to ACFEC’s production systems, where significant effects are expected in key departments such as Antioquia, Cundinamarca and Valle del Cauca.

The situation is similar in the Orinoquia and the Amazon, although with relatively minor impacts. In these areas, the risk of damage to rural roads and productive infrastructure stands out. “We call on regional and local authorities to make use of this information to anticipate and foresee risks, strengthen agro-ecological practices, improve drainage systems, plan planting in a staggered manner, and reinforce rural infrastructures,” explained Alexander Rodríguez Romero, technical director of Efficient Land Use and Land Adaptation at UPRA.

Likewise, we invite local authorities to redouble agroclimatic technical assistance with a differential approach for these population groups, vital in food production and food security in the country.

“The planning of agricultural activities must be guided by the climate predictions of Ideam, the UPRA Agroclimatic Bulletin, and the recommendations of the National Agroclimatic Technical Table, key tools for timely decision-making that contribute to mitigating risks and guaranteeing the sustainability of the sector,” concluded César Cortés, UPRA expert.

Key figures from the April 2025 Agroclimatic Bulletin

  • 2.3 million hectares within the national agricultural frontier are at risk of excess water.
  • In ACFEC areas, more than 852 thousand hectares are identified with low risk and about 86 thousand hectares with medium risk, especially in the Andean and Pacific regions.
  • Andean Region: medium risk at 97,000 ha and low at 181,000 ha, with possible impact on crops such as Musaceae, fruit trees, and vegetables.
  • Caribbean region: low risk in more than 179,000 ha, with critical points in agricultural areas such as Chiriguaná (Cesar).
  • Pacific Region: medium risk in 109,000 ha and low in 164,000 ha; affects productive systems and mountain areas vulnerable to landslides.
  • Orinoquia and Amazon regions: lower risk, but with potential effects on rural infrastructure and roads.

 

Photo credit: UPRA.

Analyzing the current economic, commercial, and investment circumstances that characterize Colombia and the Dominican Republic today was one of the objectives of the 3rd Joint Council for the Promotion of Trade, Investment and Productive Linkage between the two countries that was held in that nation.

The Deputy Ministers of Foreign Trade of Colombia, Luis Felipe Quintero Suárez, and of Economic Affairs and International Cooperation of the Dominican Republic, Hugo Francisco Rivera, who led the meeting, also evaluated the progress of the work plan that the technical teams of the two countries have advanced.

This meeting is part of the comprehensive market diversification strategy that the government of change works on in coordination with the private sector, specifically with union representatives, who have expressed interest in taking advantage of markets in which opportunities have been identified.

Precisely, Vice Minister Quintero explained the strategy of diversification, health diplomacy, articulated work with the private sector to identify opportunities for Colombian products, and strengthening relations with strategic partners in Latin America and the Caribbean.

The two officials reiterated their commitment to joint work that leads, at this juncture of international trade, to the strengthening of relations between the two countries.

On the other hand, he took advantage of his visit to this nation to hold a meeting with the National Council of Private Enterprise (CONEP), an organization to which he expressed Colombia’s interest in holding bilateral business meetings to identify joint interests and opportunities.

In the first quarter of the year, Colombia exported $136.9 million USD to the Dominican Republic, of which 67.4%, or $92.3 million USD, corresponded to sales of non-mining goods, which grew 9% compared to a year ago.

The Deputy Minister of Foreign Trade, Luis Felipe Quintero, met with representatives of the private sector of the Dominican Republic. Photo credit: MINCIT.

Medellín continues to show that the love for animals knows no bounds. In addition to dogs and cats, it is now possible to adopt horses, cows, pigs, rabbits, goats, guinea pigs, and birds, all rescued from vulnerable situations.
This year, 49 animals of the aforementioned species were given up for adoption, and last year, 212 found a family that gave them a second chance.

Chicken.

49 animals of other domestic species were adopted in 2025; the previous year there were 212. Photo credit: City of Medellín.

Currently, there are seven waiting for homes: four pigs, one horse, and two ducks looking for people willing to love and protect them as part of their family.

“The citizen submits a request to the contract operator. They review the submitted documentation, then connect with us. We analyze the case, and if appropriate, we approve the adoption. Applicants must meet certain characteristics or conditions that we require,” said Acting Secretary of the Environment Elizabeth Coral.

Josefina is one of the stories that has touched thousands of hearts: she is a donkey who was abandoned in downtown Medellín, near Parque del Periodista, and her life changed forever when Laura Londoño, a veterinarian and influencer, decided to adopt her and give her a loving home.

Click on the above image to watch the short video.

“I contacted the Medellín City Hall because I knew they had a rescue program. I’m a veterinarian, and when I did my internship, I was in charge of caring for these animals, and they showed me the ones they had available. Josefina was also there. I went to visit her at the clinic, and she was in the process of recovery after being rescued, and it was love at first sight,” explained veterinarian Laura Londoño, now the donkey’s new caregiver.

Medellín domestic animals.

In addition to dogs and cats, it is now possible to adopt horses, cows, pigs, rabbits, goats, guinea pigs, and birds. Photo credit: City of Medellín.

Kabala is a Vietnamese piglet who is now waiting for a second chance. She came into the care of the District Administration after being rescued from a situation of abuse. She was subjected to undignified conditions, fed garbage, and treated without the slightest respect for her well-being. Her previous family bought her thinking she would be a minipig, unaware that she would grow larger than expected. When they lost interest in the piglet, they discarded her. Now, Kabala is looking for a home where she is not seen as a consumer animal, but as a being deserving of love, respect, and protection.

Those who wish to open their doors to a rescued domestic animal can contact [email protected], where they will receive guidance on the adoption process. The criteria for adopting a domestic animal are love and respect for animals, and a place and food appropriate for the species. Another factor to remember is that these animals are not given for production or consumption, but rather to be cared for as companion animals.

At the same time, the La Perla Animal Welfare Center continues to be a refuge of hope for hundreds of animals without caretakers, providing them with medical care, emotional care, and a new opportunity through responsible adoption. In 2024, 4,404 animals were rescued. Today, many await an opportunity under the loving care of the Mayor’s Office of Medellín.

Kabala.

Kabala is a Vietnamese pig who is now waiting for a second chance. She came into the care of the District Administration after being rescued from a situation of abuse.  Photo credit: City of Medellín.

Photo credit: City of Medellín.

I mentioned on Monday that when the president is away, the political mice will come out to play. So, no surprise that the Labor Reform Referendum was sunk by the senate, and an enormous scandal has erupted. In short, the allegation is that the senate head (opposition party) brought forward the vote so that some supporters missed the vote, which was lost 49-47.

The government is demanding that the vote be reopened or repeated, and Gustavo Petro is calling for public protests. In the middle of this, there has been an attempt to revive the original Labor Reform bill by the opposition, but this is seen by many as a red herring to confuse the senate voting process. Lawyers are involved and it is a total mess. Whatever little respect for the political leaders of Colombia that still existed, is trickling away rapidly. Frankly speaking – pathetic.

Petro himself signed up for the New Silk Road in Beijing along with other Latin American leaders. While the orange man is sleeping in Washington, China will happily be handing out low-cost loans and/or tendering at low cost for projects in the region. Donald Trump’s team is not happy, but Colombia and the rest of Latin America cannot be blackmailed or bullied by a man who is slowly but surely losing the plot. Again, how will the hard right politicians, such as Iván Duque, get back out of their huge support post-election for Trump, who, since January, has been busily trying to torpedo the local economy.

The economy itself continues to grow. Departamento Administrativo Nacional de Estadística – DANE Colombia reported that Q1 GDP was 2.7% (est 2.6%) versus 2.4% a year ago. The principal drivers were commerce (3.9%) and agriculture (7.1%), which contributed over 50% of the annual growth. The Economic Activity (ISE) rose 4.5% in March, drafting the reading for January & February.

On the negative side Q1 investment whilst still rising slightly was still down 8.1% YoY. Whilst the opposition will gladly point at the government, it is equally down to the chaos we are seeing in congress where self-interest is taking priority over the state of the nation. The Peso ($4194) has recovered and has joined the stock market in outperforming most of the markets around the world.

Have a great end to the week.

Roops.

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Colombian President Gustavo Petro and Chinese leader Xi Jinping in Beijing. Photo credit: Gustavo Petro/Facebook.

The International Air Transport Association (IATA) announced that this year’s Wings of Change Americas (WOCA) Conference will take place at the Grand Hyatt Hotel in Bogotá, Colombia, on June 25 and 26, with Avianca as the host airline.

The main aviation industry event in Latin America and the Caribbean will be held under the theme “The Connectivity Frontier: Exploring New Opportunities in the Region”. The agenda highlights the importance of collaboration between the aviation industry and government agencies, with a specific focus on improving regional connectivity and competitiveness. Specific topics include travel and tourism, technology and innovation, operations, sustainability, and distribution.

Frederico Pedreira, CEO and President of Avianca, and Peter Cerdá, IATA’s Regional Vice President for the Americas, will participate in the event along with other prominent CEOs of airlines from the region, including:

In line with the conference’s goal of developing solutions along the aviation value chain, the list of speakers is also composed of representatives of various industry stakeholders, such as:

  • Arturo Barreira – President, Airbus Latin America and the Caribbean
  • Natalia Bayona – Executive Director, UN Tourism
  • Ricardo Bernardi – Partner, Bernardi & Schnapp
  • Carolina Betancourt- SAF Project Director, BioD S
  • Rafael Echevarne – Director General, ACI-LAC
  • Natalí Leal – General Manager, OPAIN
  • Victoria Platt – Vice President, Airline Strategy and Transformation, SITA
  • Roberto Roselli – CEO, Plus Ultra
  • Harris Whitbeck – Minister of Tourism, Republic of Guatemala

The aviation industry plays a key role in the economic and social development of all of Latin America and the Caribbean. The sector supports more than 8.3 million jobs and generates an economic contribution of about $240 billion USD to GDP (2023). Estimates indicate that these figures will almost double by 2043, reaching 15 million jobs and a contribution of $500 billion USD to GDP.

Bogotá was selected to host this event due to the growing relevance of the Colombian air market. In 2023, the air transport value chain contributed $15.5 billion USD to GDP, representing 4.3% of Colombia’s total GDP, in addition to generating 921,000 jobs.

Photo credit: IATA.

This afternoon, the Colombian Senate voted 49 to 47 to defeat President Gustavo Petro’s bid to take a controversial 12-point referendum to Colombian voters that would massively alter Colombia’s current labor regime. Petro called for the referendum after the initiative repeatedly failed to pass out of congressional committee in its legislative form—once in 2023, and again earlier this year.

The initiative’s blockage caused outrage among Petro, his supporters, such as his Minister of The Interior, Armando Benedetti, some labor unions and segments of the public, but also relief among much of his political opposition, almost all of the organized business community, and even many activists and academics who claim that the initiative would worsen Colombia’s serious problem of informal employment.

According to Bogotá think-tank, Instituto de Ciencia Politica Hernán Echavarría Olózaga, the initiative “imposes formalization requirements that hinder microbusinesses and small enterprise access to the formal market, perpetuation of labor informality, already at 55.2%,” according to government statistics, while the elimination of “temporary and seasonal contracts limits the ability of sectors such as construction and services to adapt to market needs.”

Petro’s failed labor reform would have among other new rules, demanded paid time off for women experiencing menstruation.

“We urge the Senate to rethink the structural elements of the Labor Reform to take into account the disincentives to formalization, transaction costs, and citizens’ freedom to participate in the labor market. The debate must take into account that the business community is made up of more than 93% MSMEs, as well as the economic reality the country is experiencing due to political decisions. The true precariousness of employment is condemning people to informality,” added Carlos Augusto Chacón, executive director of the think tank.

Petro & Comrades Left Outraged

While many were breathing a sigh of relief, Petro and his political team were left fuming. Minister of the Interior and Petro’s primary political fixer Armando Benedetti accused the Senate President Efraín Cépeda of fraud, and threatened criminal charges, repeatedly calling him and others who disagreed with the president “malandrines” (scoundrels).

“The elections were stolen, there was fraud, and they completely damaged everything related to labor rights for the working class. Poor workers. Here in this country, people don’t have a decent salary or decent jobs because of the congressmen. I think they have to appeal and see what happens in the Senate of the Republic because there was fraud there, there was an appeal, and they have to vote again,” said Benedetti in a hallway after leaving the senate chamber where he lost his composure, grabbing papers from others and pounding his fists on the bench.

Petro, who spent the last week in China committing Colombia to the country’s “Belt and Road” initiative, also denounced the senate, accusing them for fraud, apparently for voting against his wishes. After doing so two weeks ago, he called on his supporters to take to the streets On Twitter/X he said:

The referendum didn’t fail. It was scuttled by fraud, as on April 19, 1970. Senator Efrain Cepeda, knowing that the votes that gave him a majority were coming in, closed the voting process. We are facing fraud, and the people must decide. I immediately propose a meeting of the labor unions, the peasant coordination, the community action boards, the neighborhood youth committees, and the indigenous movement to take the next step. The order as president of the Republic of Colombia is that, at this time, the public forces must not use their force against the people. Their presence must be sufficient to protect the buildings of the institutions and guarantee peaceful coexistence among the citizens. Preserve peace and joy. Now it is up to the coordination of the popular movement to take the next steps, in accordance with the Constitution. The people cannot be silenced by deception. I am ready for whatever the people decide. Efraín Cepeda made the worst mistake that could possibly be made in Colombia: using fraud.

Former Finance Ministers Applaud The Senate

Former Finance Minister under the centrist Juan Manuel Santos administration, Mauricio Cárdenas said that he “Celebrates the Senate’s decision to say ‘no’ to the referendum. It’s the responsible decision; the Senate did a great job.”

Cárdenas also said that holding Petro’s referendum meant “throwing 750 billion pesos into the trash (cost of holding the referendum) when the country needs them to support young students who have had their Icetex loan subsidies cut off.” Icetex is a student loan program in Colombia that under Petro’s administration, despite his campaign promise of making university affordable or free, is facing a funding crisis and cannot meet student loan obligations, cutting off access to attendance.

Former Finance Minister José Manuel Restrepo also admonished Petro for his polemic statements this afternoon, saying “don’t put democracy at risk, and instead respect the institutions and their decisions. That is acting like a true democrat and a symbol of national unity.”

The Changes Petro’s Labor Reform Would Have Demanded

The key provisions of Petro’s labor reform are the following, with light analysis added by Finance Colombia. Colombia already has a somewhat restrictive labor regime, making formal employment very expensive, and keeping millions stuck in informal employment. For example, part-time and hourly employment is forbidden by law in most cases in Colombia, so a university student could not—formally, at least—work his or her way through college by working the dinner shift as a waiter. Colombian law currently requires employers to buy clothing for workers under a certain income threshold (double minimum wage), even if there is no dress requirement. This is a relic from the time when most workers were either agricultural or industrial. President Gustavo Petro’s referendum proposes the following:

  1. Limit the normal workday to 8 hours between 6am and 6pm only.
  2. Double pay for work on Sunday and holidays.
  3. Preferential rates and incentives for micro, small and medium businesses, no details on what these rates or incentives may be, or who qualifies.
  4. In addition to medical leave already covered by law, female workers would be given paid time off for menstrual periods.
  5. 2 of every100 employees must be disabled, apparently with no exception for high risk, high agility jobs such as construction, agriculture. or mining.
  6. Mandatory employment for college and trade school interns – obligation on the employer, not the students.
  7. Mandatory social security and health coverage for delivery freelancers, such as ÜberEats, Rappi, DiDI, InDrive, etc.
  8. A new labor regulatory regime for agricultural workers, no details given.
  9. Eliminating outsourcing via union contracts that violate existing, or these new regimens.
  10. Eliminate freelance or contractual employment for athletes, journalists, drivers, domestic workers, and babysitters – for example, the common practice of hiring freelance journalists, or paying athletes for participating in a competition would be forbidden. They must become traditional, long-term employees, as temporary contracts appear to be forbidden under the next provision:
  11. Indefinite (open-ended) contracts would become the rule, so no temporary, or term contracts, such as to finish a construction project, or harvest seasonal agriculture.
  12. Creation of an additional pension fund, beyond the existing, mandatory government pension scheme, for agricultural workers.

    Consulta Popular

    Official government pamphlet promoting the referendum, with its twelve proposals.

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