Tania Sandoval goes beyond simply meeting objectives. With a leadership style rooted in sustainability and open dialogue, she drives projects that prioritize people as much as the environment, ensuring both remain at the heart of her vision.

As an Environmental Lead Analyst, Tania Sandoval plays a vital role in ensuring the success of environmental projects in Colombia. From conducting impact studies to securing exploitation permits and coordinating project-planning, her work shows just how important strategic planning and collaboration are when it comes to working with multiple stakeholders. Tania’s extensive experience in environmental management provides valuable insights into the challenges and opportunities shaping the sector.

Tania’s approach, grounded in sustainability and teamwork, aligns with Tecpetrol's values. Her vision of inclusive, collaborative leadership is a reminder that the road to a successful energy transition relies on integrating all those involved. As Tania continues to lead by example, the future of Colombia’s energy industry promises to be not only be greener, but also more diverse and united.

Tania, what is your current role at Tecpetrol and what tasks do you perform on a daily basis?

I’m in the Health and Safety area (HSE), responsible for all aspects of the environmental dimension of our operations in Colombia. This includes tasks like obtaining permits for projects and overseeing their various phases, with a strong focus on viability. My daily routine involves processing permits, such as the environmental impact study for the exploitation license in the Maute field. I coordinate with the team to review schedules and objectives, making sure everything related to the environment is effectively communicated to the community and that it aligns with regulatory requirements.

How do you see the current outlook for the energy sector in Colombia and the role of Tecpetrol in this context?Colombia’s energy landscape is at a turning point, with strong government policies pushing for a shift from conventional to sustainable, non-conventional energy sources. However, at the moment, the transition is at a critical planning phase. We can’t expect change to happen overnight. A successful transition requires careful planning and technical precision, taking into account the energy sources that have supported our economy and communities for decades. For example, Tecpetrol’s 14 years of operations in Colombia have contributed around 1.4% of the nation’s hydrocarbon output, and hydrocarbons remain essential for supplying energy to those more remote areas that still lack access.

What are the most effective strategies to remain competitive in this sector then, considering how challenging the context is?

To stay competitive, it’s vital to set clear and measurable objectives. A common problem that undermines project work tends to be trying to do too much without focusing on what truly matters. Teamwork is just as critical, as planning must involve all sectors: companies, communities, and authorities. Only then can we craft a comprehensive approach that accounts for every aspect of the project. Very often, poor communication and a lack of collaboration between stakeholders lead to challenges arising during implementation. We’ve seen political reforms stall because they didn’t engage all the relevant sectors. In the energy industry, in particular, taking the time to involve everyone in the transition process is essential.

Speaking of leadership, how would you define your approach?

My leadership is about driving the company’s growth while strictly adhering to local regulations and fostering community participation. My job is to keep us on track to achieve our objectives while ticking all the boxes, ensuring the company thrives while maintaining strong ties with the communities where it operates. But I can’t work alone. Teamwork is essential to my leadership style. I firmly believe in integrating all areas and leveraging the specific skills that each colleague brings to the table. Everyone’s contributions are vital to the success of our projects. Added to this, balance is very important: I try to maintain harmony between our work goals and the personal well-being of the team. If they’re doing well, the project will thrive too.

In that sense, what qualities do you value when forming teams?

While technical expertise is essential, it’s soft skills that truly make the difference when selecting team members. I believe that communication skills are especially important in our line of work, where we interact with multiple areas, authorities, and communities. Being able to convey technical messages in a clear and accessible way is crucial. I also greatly appreciate the attitude of service, proactivity, and responsibility. I look for people who don’t just complete their tasks but take the initiative to solve problems and support the team.

As a woman in a leadership position, what challenges have you faced and what opportunities have you encountered?

When I entered the hydrocarbons sector, most of the operational groups were predominantly male. I came up against a lot of resistance when I tried to introduce controls and procedures, especially because my direct and assertive style, characteristic of my home region, Santander, tended to clash with the existing culture and mores. However, I learned to adapt my communication style and focus on building relationships beyond the workplace, which helped me to overcome that initial resistance. Once that barrier was down, we were able to form solid and highly efficient teams.

In terms of gender diversity and opportunities for women, recently, I’ve seen more women taking on operational roles which is a great step forward. Tecpetrol is actively implementing programs to integrate more women into our operations, and that’s a very positive development.

Finally, what advice would you give to someone aspiring to a leadership role in the energy industry?

My main advice would be to get a thorough understanding of the different areas, teams and people you’ll be working with. You really need to have a 360° vision of the project and have a good grasp of the needs and objectives of each area—it’s the foundation for effective collaboration. Relationships are key; it’s not enough to do your job well; you need to integrate it with what other people are doing. I also encourage people to be open to knowledge from other sectors. Sometimes, our technical perspective can be limited. By embracing other viewpoints, we can discover innovative solutions that make a real difference.