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GALTCO Industrial Complex

High-purity green primary aluminum smelter (540,000 t/year), integrated with the country’s largest solar PV farm (900 MW) and a combined-cycle gas turbine (CCGT) power plant, with participation opportunities for private equity investors.

Summary


Gulf of Morrosquillo Green Aluminum and Integrated Power Generation Industrial Complex (GALTCO)


Objective

Produce green primary aluminum using modern, sustainable technologies under a profitable and stable financial model aligned with national development goals.

Key Targets

  • Produce 540,000 tonnes per year of high-purity green primary aluminum (full capacity).
  • Reach 350,000 tonnes per year (purity ≥ 99.7%) in the initial production phase.
  • Generate more than 25% of the required electricity from a dedicated solar farm.
  • Replace 100% of Colombia’s primary aluminum imports.
  • Generate exports exceeding USD 700 million per year.
  • Create more than 15,000 permanent jobs across construction and operation.
  • Increase national GDP by more than 0.35%.
 

Market Opportunity

  • Aluminum production deficit in the Americas: approximately 4 million tonnes per year.
  • Colombia imports more than USD 400 million per year in primary aluminum (windows and façades, transmission cables, automotive and packaging).
  • Price premium in international markets for low-emission raw materials, driven by corporate decarbonization targets.
  • Logistics advantages: close to the Port of Tolú, near national transmission corridors, and high solar irradiation.
 

Project Stage

More than five years of pre-feasibility and feasibility work: over 20 technical studies, macro-siting, conceptual designs and basic engineering at FEL02 level.
 

Strategic Impact (New High-Impact Project Investment – INPAI)

Key sector due to its production linkages (Rasmussen: BL = 1.13 and FL = 1.21; Dietzenbacher: BL = 1.39 and FL = 1.40).
Energy mix combining the efficiency of a CCGT with self-generated solar PV power.
Aligned with the national development strategy.

 

ESG Considerations

Environmental: Avoided emissions of 1,049,439 t CO₂ eq per year thanks to the CCGT and solar self-generation. Circular economy: 20% to 30% aluminum scrap integration. ISO 14001 certification.

Social: Regional development and decentralization. Formal employment and technical training for young people. Investment in community infrastructure (roads, water supply, port). ISO 45001 certification.

Governance: Corporate structuring subject to international due diligence. Regional public-private roundtable with GALTCO, the Sucre Departmental Government and the municipal governments of the Gulf of Morrosquillo.

SDGs: 7 (Affordable and Clean Energy) · 8 (Decent Work and Economic Growth) · 9 (Industry, Innovation and Infrastructure) · 12 (Responsible Consumption and Production) · 13 (Climate Action)

Financial Indicators


Total investment (CAPEX)

USD 4,800 – 5,200 million
COP 16 – 17 trillion

Metallurgical infrastructure

USD 2,800 million
COP 9.25 trillion

Solar PV farm (900 MW)

USD 1,000 million
COP 3.3 trillion

Combined-cycle power plant (CCGT)

USD 1,200 million
COP 4.0 trillion

Estimated annual revenues

USD 900 – 1,500 million
500 kt

Annual expenses (OPEX)

USD 700 – 839.9 million

IRR

+11 %
Even with aluminum prices near USD 2,500/t

EBITDA margin

20 % – 30 %
Aluminum prices between USD 2,500 and 3,200/t

Target market

90% export
10% domestic market

Project Timeline


Detailed engineering (FEL03/BFS)

Start: Upon completion of prerequisites | End: Month 6

Milestone: FEL03 contract award

Pre-construction

Start: Month 6 | End: Year 1.5

Milestone: Delivery of engineering and technical studies; financial close

Construction

Start: Year 1.5 | End: Year 4.5

Milestone: Arrival and installation of major equipment; phased start of operations

Operation

Start: Year 4.5 | End: Decades

Milestone: Phased addition of pots up to 540 kt/year
*Prerequisites: PINE designation, Energy-Intensive Industries Statute, and long-term gas availability.

Business Model


Cost Structure

  • Metallurgical CAPEX: USD 2,800 million.
  • Power generation CAPEX: USD 1,000 – 1,200 million per asset (solar and CCGT).
  • Annual OPEX: USD 700 – 839.9 million (raw materials, payroll and related services).

Value Proposition

  • Green primary aluminum that reduces the carbon footprint of supply chains.
  • Stable, competitive pricing with no international freight costs for domestic industry.
  • Surplus clean and reliable power for the National Interconnected System (SIN).

Revenue Streams

  • Export of 90% of initial production (USD 900 – 1,500 million per year).
  • Domestic market sales, replacing approximately USD 400 million in imports.
  • Sale of surplus CCGT power on the wholesale market.

Key Partners

  • Emirates Global Aluminium (465 kA electrolytic pot technology)
  • Ministry of Mines and Energy
  • Ministry of Commerce, Industry and Tourism
  • UPME
  • Alumina suppliers

Customer Segments

  • International processing industry across the Americas.
  • Colombian and regional manufacturing industry: auto parts, electrical conductors, aerospace and packaging.

Channels

  • Bulk exports through the Tolú Multipurpose Port.
  • Overland distribution via the Caribbean logistics corridor for the domestic market.

Scope

  • Includes: aluminum smelter (540,000 t/year), 900 MW solar farm, CCGT plant and associated transmission lines.
  • Excludes: bauxite mining or alumina refining (alumina will be 100% imported).

Risk Plan


Risk event Probability Impact Rating Mitigation Contingency
Aluminum price volatility Medium High High Long-term offtake contracts; financial hedging; OPEX optimization Production adjustments; new markets; financial reserves
Natural gas supply for the CCGT Medium High High Long-term supply contracts; supplier diversification; energy efficiency Alternative fuels; generation and production adjustments
Delays in environmental licensing Medium High Medium Use of the SIED; coordination under PINE designation; engagement with authorities Schedule and budget adjustments; escalation to Ministries
Social conflict Medium High Medium Community relations; ESG commitments; local sourcing; transparent dialogue Third-party mediation; project adjustments
Regulatory or tax changes Low Medium Medium Regulatory monitoring; participation in SIFAI; robust legal structuring Adjustment of the business and financial model
Technological or operational failures Low High Medium Proven technology; predictive and preventive maintenance; training; insurance Equipment repair and replacement; operating reserves
USD 4,800 to 5,200 million

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