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Social Scorecard
| Objective | 2005 result | 2006 result | Target | Challenges |
|---|---|---|---|---|
| Be best-in-class in operational health and safety in all our geographic regions. | Liquids Pipelines received the Canadian Energy Pipelines Association (CEPA) 2005 award for the lowest injury frequency rate in Canada in the large pipeline category. | Liquids Pipelines received the CEPA 2006 award for the lowest injury frequency rate in Canada in the large pipeline category. Enbridge Gas Distribution won the 2006 American Gas Association (AGA) Safety Achievement Award. | Zero accidents, injuries or incidents. | We deeply regret that in 2006 a contract worker died after he was accidentally run over by a truck driven by a worker from the same contracting company. Also, two Liquids Pipelines employees and one contractor suffered days-away injuries when two batch pigs1 unexpectedly launched from a receiving trap. |
| Set and communicate targets for daysaway injury frequency and severity, reportable vehicle accidents, emergency response, inspections, leak repairs, and third-party damages. | Enbridge Gas Distribution added two safety measurements to their annual “scorecard”, through which the business unit informs employees about the annual strategic objectives and key performance indicators. | Both Liquids Pipelines and our United States Gas Transportation Business added safety performance categories to their “scorecard” for their short-term incentive reward plans. | Zero accidents, injuries or incidents. |
Our approach emphasizes the importance of: management participation; engaging employees; maintaining open communication; training; and prevention. |
| Invest in an integrated set of talent management initiatives. | We launched the Enbridge People Strategy, which articulates five principles by which we proactively manage our relationship with our people. | In our annual employee survey, Enbridge’s employee engagement score exceeded the North American average and, in some business units, exceeded the benchmarks of “U.S. High Performing Organizations” and Canadian “Best Employers”. We began formalizing the Women @ Enbridge Community, an initiative focusing on leadership development for women in leadership roles and emerging leaders. |
Attract the best talent and develop, engage and retain our workforce. | Enbridge is embarking on a major construction phase at a time when the labour market continues to be very tight. |
| Communicate with our stakeholders to identify and address issues. | Enbridge engaged with more than 70 First Nations and Métis communities and organizations to verify that we remain respectful of traditional ways and land use, heritage sites, the environment and traditional knowledge. | Liquids Pipelines created a unique website dedicated to information about the business unit’s expansion projects to help landowners and all stakeholders understand the projects. Also, we held a series of open houses for landowners in late 2006 and early 2007 in Alberta, Saskatchewan and Manitoba regarding our Southern Lights and Alberta Clipper projects. In the U.S., we launched our largest direct mailing program to date, sending comprehensive pipeline awareness information packets to more than 1.1 million addresses along our 22,530 kilometres (14,000 miles) of pipeline systems. | Verify that comm- unication is open, transparent, proactive, frequent and ongoing. |
As the Company grows, we will need to build relationships with new stakeholder groups and continue to manage complex issues. Finding ways to manage information and best share this information will be crucial to our stakeholder engagement work. |
1 A batch pig is a tool used to separate different products that flow through a pipeline to prevent the products from mixing together.
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