Integrating CSR and Sustainability Timeline

Integrating CSR and Sustainability Timeline

CSR and sustainability are not new to Enbridge. As the timeline below illustrates, we have a long history of integrating this area into our decision making in alignment with global milestones.




Under the leadership of Gro Harlem Brundtland, former Prime Minister of Norway, the World Commission on Environment and Development (WCED) tackles the accelerating deterioration of the human environment and natural resources, and the implications for social and economic development.


Our Common Future, a report of the WCED (also known as the Brundtland Report), calls for a more integrated approach to the social, economic and environmental dimensions of development, and introduces the concept of Sustainable Development, which it defines as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs.”


The World Meteorological Organization and UN Environment Programme (UNEP) establish the Intergovernmental Panel on Climate Change (IPCC) to help develop the scientific basis for international climate change negotiations.


The IPCC releases its first report, which says that “emissions resulting from human activities are substantially increasing the atmospheric concentrations of GHGs.” The report leads to a call for a global treaty.


The First UN Conference on Environment and Development (the “Earth Summit”) is held in Rio de Janeiro, and results in the establishment of the UN Framework Convention on Climate Change (UNFCCC), the UN Convention on Biological Diversity and the Convention to Combat Desertification.

The UN Commission for Sustainable Development (UNCSD), the World Business Council on Sustainable Development (WBSD) and Business for Social Responsibility (BSR) are established.


The 1st Convention of the Parties (COP 1) to the UNFCC meets in Berlin, Germany. Country signatories to the UNFCCC comprise the Parties, who agree to meet each year at the COP to negotiate multilateral responses to climate change. COP 1 lays the groundwork for the 1997 Kyoto Protocol, which becomes the world’s first international treaty on GHG reduction. It also lays the groundwork for the 2015 Paris Agreement.


Enbridge Gas Distribution establishes its first Demand-Side Management (DSM) program to help consumers reduce their energy consumption and save money through education, incentives and other resources.


The International Standards Organization (ISO) releases ISO 14000, a new performance standard for corporate environmental management systems. The standard establishes a “Plan-Do-Check-Act” framework that validates the need for corporations that commit to sustainable development practices to maintain environmental management systems that provide for legal compliance, continuous improvement, and ongoing reporting, evaluation and third-party validation of performance.


The Global Reporting Initiative (GRI) pioneers a comprehensive sustainability reporting framework for issues such as climate change, human rights and corruption that has since been adopted by companies throughout the world. Established in 1997, the GRI is an international not-for-profit organization that has developed the world’s most widely used framework for sustainability reporting based on input from governments, NGOs, communities and companies. The GRI’s roots lie in the Coalition for Environmentally Responsible Economies (CERES), an alliance between investors, companies and environmental organizations that, in the wake of the 1989 Exxon Valdez oil spill, established a set of principles for improving corporate environmental practices.


Enbridge forms its Pathfinders Group, which is charged with searching the world for new technologies that would make strategic, long-term sense for the company to invest in.  If the Pathfinders Group found an idea it deemed to be technically sound, Enbridge explored ways to make the idea commercially viable.  Enbridge’s current investments in renewable energy—as well as the company’s investments in various alternative and emerging technologies—were all incubated within the Pathfinders Group.


The UN launches the UN Global Compact (UNGC), the world’s largest corporate citizenship initiative. The UNGC is based on 10 principles in the areas of human rights, labor, the environment and anti-corruption. Enbridge becomes a signatory in 2003.

The UN adopts the Millennium Development Goals with the goal of achieving the goals—which cover poverty, education, gender equality, child mortality, maternal health, HIV/AIDS, sustainability and global partnership—by 2015.

The CDP (formerly the Carbon Disclosure Project) is founded. Now representing 822 institutional investors with US$95 trillion in assets, the CDP works with corporations to disclose data on GHG emissions, water, supply chains and deforestation.


Enbridge publishes its first Environment, Health & Safety report, which, in 2004, it expands to be a comprehensive Corporate Social Responsibility report.


Enbridge invests in the SunBridge wind farm in Saskatchewan, launching the company’s renewable energy investment portfolio. By the end of 2015, Enbridge will have invested about $5 billion in renewable power generation and transmission and will have interests in nearly 2,800 MW of gross renewable generating capacity operating, secured or under construction.

The Dow Jones Sustainability Index (DJSI) launches the first indexes to track the financial performance of the leading sustainability-driven companies in the world and in North America.

The DJSI (World) includes Enbridge for the first time on its index of the top 10 percent of corporate sustainability performers in the world.  DJSI will again include Enbridge on its World index in 2005, 2012, 2013, 2014 and 2015.


Enbridge begins publicly disclosing its own GHG emissions through the Canadian Standards Association Voluntary Challenge and Registry, under which, in 2003, 2004, 2007, 2008 and 2009, the company was named a Gold Champion Level Reporter.  Enbridge continues to disclose its emissions—and energy use—through the CDP.


Enbridge establishes its first Corporate Social Responsibility Policy, which covers business ethics and transparency; environment, health and safety; stakeholder, Aboriginal and Native American engagement; employee relations; human rights; and community investment. This policy applies to the activities that the company undertakes anywhere in the world by, or on behalf of, Enbridge and its subsidiaries and affiliates, whose operations the company manages.


Corporate Knights launches its Global 100 Most Sustainable Corporations in the World listing at the World Economic Forum in Davos, Switzerland. It includes Enbridge for the first time on its listing of the 100 Most Sustainable Corporations in the World. Corporate Knights will again include Enbridge in 2006, 2007, 2010, 2011, 2012, 2013, 2015 and 2016.

Enbridge expands its gas pipelines and processing assets by acquiring Shell Gas Transmission, which includes ownership interests in 11 natural gas transmission and gathering pipelines in five major offshore Gulf of Mexico corridors.  In 2009, Enbridge acquires the Walker Ridge Gathering System for ultra-deepwater discoveries in the Gulf of Mexico, which further expands its asset base. 


Enbridge adopts the Global Reporting Initiative guidelines for sustainability reporting in its Corporate Social Responsibility Report focused on 2005 data.

Enbridge submits its first response to the CDP climate change questionnaire. Enbridge now submits responses every year and, in 2014, began submitting responses to CDP’s water questionnaire, outlining the actions the company is taking to safeguard water resources and manage global water risks.

Harvard Business School makes the business case for corporate sustainability and responsibility. In “The Link Between Competitive Advantage and Corporate Social Responsibility,” Michael Porter and colleagues argue that, by integrating sustainable development principles and practices in business decision making, businesses can do more than simply mitigate harm. They can boost their innovation and competitiveness by improving resource efficiency, risk management, access to human and financial capital, and access to new markets and business opportunities.


Enbridge establishes its first Climate Change Policy, under which it commits to reducing its own GHG emissions and energy use. Enbridge is committed to working within its individual business segments and, at a broader collaborative level, to working with external stakeholders and decision makers to advance climate solutions.

The DJSI (North America) includes Enbridge for the first time on its index of the top 20 percent of corporate sustainability performers in North America. DJSI will again include Enbridge on its North America index in 2008, 2009, 2010, 2012, 2013, 2014 and 2015.

The CDP includes Enbridge on its Leadership Index.  CDP will again include Enbridge on the Leadership Index in 2008, 2009, 2010 and 2012. In 2013 CDP included Enbridge on its Global 500 List of the top 500 companies in the area of GHG disclosure and management.


Enbridge sets a new Canadian operations GHG reduction target to reduce direct emissions by 20 percent below 1990 levels by 2010. In 2011, Enbridge determined that it had, in fact, achieved a 21 percent reduction below 1990 levels, primarily through upgrading facilities and equipment.

The UN establishes its Principles for Responsible Investment (UNPRI), which are a set of voluntary guidelines for investors wanting to address environmental, social and corporate governance issues through their investment decisions. The UNPRI has over 850 signatories who represent approximately $22 trillion (10 percent of global capital markets), including asset owners, investment managers and financial service providers.


World leaders gather for the 15th COP in Copenhagen, Denmark, which results in the Copenhagen Accord. The Copenhagen COP was widely considered to be a failure due to the fact that it did not result in the new global agreement on climate change it set out to achieve.

Under the Neutral Footprint program, Enbridge commits to stabilize its corporate environmental footprint for five years at January 2009 levels through reducing its impacts on trees, natural habitat and the energy it consumed to power operations. Since Enbridge pledged to these commitments in 2009, it has met all of its targets. And, after consulting with internal and external stakeholders regarding the future of the commitments, in 2015, it began developing a new generation of environmental commitments that better reflect its changing business and the shifting energy landscape in Canada and the U.S.


On July 26, 2010, Enbridge experiences the worst spill of its over-65-year history on its Line 6B pipeline near Marshall, Michigan. The spill led not only to extensive remediation efforts of the affected area, but to wide-ranging efforts on the part of the company to strengthen its systems, leak detection capabilities, pipeline control centre operations, public awareness activities, emergency preparedness and response procedures, and risk and safety culture—all of which have improved the company’s sustainability performance.

ISO introduces its ISO 26000 guidelines for social responsibility.


Enbridge hires its first Chief Sustainability Officer to provide company-wide oversight of its CSR strategies and activities.

Enbridge Gas Distribution (EGD) reaches the milestone of serving two million Ontario residents and businesses in more than 100 Ontario communities.  EGD is the largest natural gas distribution utility in Canada and one of the fastest-growing in North America.  It distributes approximately 464 billion cubic feet—which is about 13 billion cubic meters of natural gas each year.


World leaders gather for the 20th COP in Lima, Peru, which provides the Parties (country signatories to the UNFCCC) an opportunity to make a last collective push toward a new and meaningful universal agreement in Paris in 2015.

The IPCC releases the Working Group II contribution to its Fifth Assessment Report on impacts, adaptation and vulnerability.

UN Secretary-General Ban Ki-moon hosts a climate summit in New York City, inviting representatives from government, business, finance and civil society to mobilize action on climate change in advance of the 21st COP to be held in Paris in 2015.

Between 1995 and 2014, EGD’s DSM programs saved about 9.6 billion cubic meters of natural gas and 18 million tonnes of carbon dioxide emissions. These reductions would be similar to taking about 3.5 million cars off the road for a year or serving approximately 4 million homes for a year. The reductions resulted in net energy savings to customers of about $2.5 billion.


Enbridge supports Alberta’s Climate Leadership Plan, which Enbridge CEO Al Monaco, called “a turning point for our province and our industry.”

The 21st COP takes place in Paris.

More than 190 heads of state approve the United Nations’ 17 new Sustainable Development Goals and 169 targets. World leaders pledge joint action and endeavor across a broad and universal policy agenda.

Enbridge works to establish a robust baseline for new, business-segment specific GHG emissions targets.


In partnership with EGD and Union Gas, the Ontario government invests $100 million in an Ontario Energy Retrofit Program to help homeowners conduct audits and undertake retrofits that improve energy efficiency. Ontario’s new Green Investment Fund provided the funding, which it derived from revenue from the province’s new carbon pricing system. The funding will enable EGD to expand its demand-side management programs.

Integrating CSR and Sustainability Timeline