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Topics of Importance Stakeholder Engagement

2015 Performance

KEY FACTS

Energy and infrastructure issues are often regional and national in scope. We have learned that, equally importantly, they are local.

We know that, in all of our interactions with stakeholders, transparency and accountability are key to developing clear, honest, respectful and mutually beneficial relationships. We also know that stakeholder engagement means more than listening. It means doing something about what we hear.

In 2015, we began transitioning from project-related Public Information Programs to broader Regional Engagement Plans, which help us more consistently coordinate our stakeholder engagements across our company.

Approximately 95 percent of the lands in Canada on which we will construct the new—and decommission the existing—Line 3 are privately owned by some 1,900 landowners. In 2015, almost all of them gave us their consent to proceed with the project, which we see as a critical indicator of the effectiveness of our engagement efforts.

Demonstrating Accountability and Responsiveness through our PIPs and REPs

The following examples illustrate how we demonstrated accountability and responsiveness to our stakeholders through the initiatives in our PIPs and REPs in 2015:

Line 3 Replacement Program

Our $7.5-billion Line 3 Replacement program (L3RP) will involve replacing the majority of our existing Line 3, which is one of our primary Mainline pipelines running from Hardisty, Alberta, to Superior, Wisconsin, with new pipe. It is the largest project in our history.

Approximately 95 percent of the lands in Canada on which we will construct the new—and decommission the existing—Line 3 are privately owned by some 1,900 landowners.  In 2015, almost all of them gave us their consent to proceed with the project, which we see as a critical indicator of the effectiveness of our engagement efforts.

A significant part of our effort involved entering into comprehensive construction and decommissioning settlement agreements with the organizations who represent the landowners, including the Canadian Association of Energy and Pipeline Landowners Associations (CAEPLA), the Manitoba Pipeline Landowners Association (MPLA), and the Saskatchewan Association of Pipeline Landowners (SAPL). The construction settlement agreements set out numerous pipeline construction and operation requirements that we must abide by, including wet soil shutdown procedures, weed management programs and biosecurity agreements for clubroot (a disease that strikes crucifer crops). The decommissioning settlement agreements outline numerous decommissioning procedures we must follow, including depth-of-cover monitoring, subsidence restoration, contamination remediation and integrity dig processes.

Thanks to these agreements, we were able to acquire approximately 98 percent of the lands we need for L3RP without exercising expropriation avenues.

Line 9B Reversal and Line 9 Capacity Expansion Project

Our Line 9B Reversal and Line 9 Capacity Expansion project (Line 9) involved reversing the flow of our Line 9B, a 639-kilometer (397-mile) section of our full Line 9, such that it ran eastward, instead of westward, from North Westover, Ontario, to Montreal, Quebec. The project also involved expanding the capacity of the entire Line 9, which runs from Sarnia to Montreal.

We heard many stakeholder concerns through the extensive engagement process we underwent in advance of receiving National Energy Board (NEB) approval of our Line 9 Reversal and Capacity Expansion project (Line 9) in October 2015, and incorporated many of their concerns into the final project. For example:

  • We installed additional remote-controlled isolation valves on Line 9 between North Westover and Montreal.
  • We clarified first responders’ roles and procedures in our Line 9 emergency response plan.
  • We established an Emergency Response Committee with representatives from the Quebec government, the Communauté Métropolitaine de Montréal and the NEB to ensure that our Incident Command Structure aligns with the Quebec Emergency response protocol.
  • To meet NEB requirements, we conducted hydrostatic tests on three segments of Line 9, two in Ontario and one in Quebec.

Line 10 Westover Segment Replacement Project

Under our Line 10 Westover Segment Replacement project (Line 10), we are replacing 35 kilometers of existing 12-inch diameter pipe with new 20-inch pipe. By replacing this segment, rather than conducting preventative maintenance on it, we will minimize the degree to which we disturb landowners and the environment along the right-of-way.

To ensure that our Line 10 PIP was as comprehensive as possible, we developed it using our new integrated service delivery model (ISDM), which involves the active participation of internal experts in our Land Services, Law and Regulatory Affairs, Environment, Projects and Operations, and Public Affairs departments.

Our PIP included an identification of Line 10’s stakeholders and their issues, as well as the best methods by which we should engage with them. It also included the results of a public opinion survey we had conducted, and a number of lessons that we had learned from other projects.

Using all of the available data, an integrated internal team prepared a robust and consistent consultation program that we are now implementing.

Enbridge Ontario Wind Farm

In December 2013, in response to citizens’ concerns regarding the negative health impacts that they perceived that our Enbridge Ontario wind farm (which includes our Cruickshank and Underwood wind farms) was having on their health, municipal representatives of the Municipality of Kincardine considered declaring a state of emergency. In March 2015, Kincardine residents nominated us for the Kincardine Chamber of Commerce Good Neighbour of the Year Award. What happened in the interim is an example of how seriously we take our commitment to responding promptly to stakeholder concerns.

We began our work by hiring a stakeholder engagement advisor, who greatly increased our outreach by attending meetings, organizing tours, preparing newsletters and presenting at conferences and other events. Most importantly, the advisor met regularly with community members to listen to their concerns, and to find ways to resolve them. At present, we have been able to satisfactorily resolve the vast majority of their concerns.

Ensuring Stakeholder Awareness through PAPs

In 2015, we undertook the following initiatives as part of our PAPs:

Emergency Response Ambassador Programs

In the U.S., we have operated our Emergency Response Ambassador Program since 2013 as a way to build meaningful and lasting relationships with emergency responders near our pipelines and facilities. By the end of 2015, we had trained more than 70 employee ambassadors to conduct in-person outreach with emergency responders using a variety of methods, including emergency response presentations, facility tours and tabletop exercises. They have now conducted more than 700 meetings with emergency responders.

Employee ambassadors in Canada also deliver a similar outreach program and, in 2015, they carried out more than 630 visits with municipal officials, first responders and 9-1-1 dispatchers near our liquids pipelines. During their meetings, they provide information about the online training we provide and about our Safe Community Program. For more information, please see the Community Investment section of this report.

National Preparedness Month

National Preparedness Month, which runs in the U.S. in September, gives us the opportunity to share important pipeline safety and emergency response information with people who live and work near our operations.  To take advantage of this opportunity, each September, we post online banner ads directing stakeholders to pipeline safety information on our website.

Line 9B Reversal and Line 9 Capacity Expansion Project

Emergency preparedness was a key focus of our 2015 stakeholder engagement for our Line 9B Reversal and Line 9 Capacity Expansion project. As part of our efforts, we met individually with municipal emergency managers, fire chiefs and First Nations leaders to listen to their concerns. We also held more than a dozen meetings with committees representing large municipal regions such as the Greater Toronto Area, Kingston, Hamilton and Montreal. In addition, in September 2015, our employees and emergency response contract partners hosted a public event in Mississauga, Ontario, where we demonstrated emergency response equipment and met with local politicians and residents to answer questions. In each case, we focused on transparently sharing information on our emergency plans and showing the depth of our emergency preparedness.

GPP&ES Public Awareness

Employees from our Gas Pipelines and Processing business segment (GPP&ES) regularly visit people who live within the impact radius of our natural gas liquids (NGL) and sour gas (H2S) pipeline systems in Texas and Arkansas. Through door-to-door visits, they share information on our pipeline systems, how to report a potential emergency incident, and what to do in the event of an emergency. In 2015, GPP&ES staff visited more than 900 homes within the impact radius of our NGL pipelines.

Community Investments and Economic Inclusion

In 2015, we engaged our stakeholders in the following community investment and economic inclusion initiatives:

Sarnia Solar Facility Restoration Project

From 2015 to 2020, we will invest $100,000 in Return the Landscape, a native plant rescue and restoration organization, such that it can restore habitat on a 200-acre parcel of land on the site of our 1,100-acre Sarnia Solar facility in Sarnia, Ontario.  Together, we have developed a five-year plan to create wetlands, expand an existing woodlot, create new woodlots, expand the tall-grass prairies and create the second largest grassland meadow in Lambton County. More than 9,000 trees will be planted. Return the Landscape is a non-profit organization that combines education, site restoration and native plant species rescue, and will be bringing school and community groups to the site for environmental education programs.

STARS Donation

Along with providing critical care and rapid transport via helicopter to critically ill and injured patients, STARS operates a Mobile Education Unit (MEU) that provides simulation medical training to first responders in Alberta, Saskatchewan and Manitoba. In 2015, we donated $25,000 to STARS to enable it to offer the MEU to first responders along 21 of our right-of-way communities in Canada over the next three years.

Ecofootprint Grant Program

In support of our Sandpiper Pipeline project and our L3RP, in May 2015, we launched our Ecofootprint grant program, under which we provide funding to non-profit organizations, Native American tribes, state government agencies, local governments and post-secondary academic institutions in North Dakota, Minnesota and Wisconsin to them help protect and restore the natural environment. The grant program will provide up to $1 million to these organizations over three years.

U.S. National Fish & Wildlife Foundation Donation

In 2015, we continued our support of a range of projects along our U.S. pipeline systems through our $125,000 donation to the U.S. National Fish & Wildlife Foundation (NFWF) National Wildlife Refuge Friends Program. Our donation enables the program to award small ($1,500 to $10,000) grants to organizations involved in stewarding the natural resources in the National Wildlife Refuge System.