Our Social Performance

EMPLOYEE HEALTH & WELLNESS

Enbridge relies on numerous programs to help achieve our goal of creating a healthy and illness-free workplace:

• early-return-to-work programs that help employees who are recovering from an injury, illness or surgery to return to work in a safe and timely manner
• employee voluntary assistance programs that offer confidential counselling services to employees and their families on a broad range of issues
• ergonomic programs that provide a systematic approach to the prevention, evaluation and management of work-related soft tissue injuries
• prevention programs that offer blood pressure checks and on-site flu immunization
• lifestyle education for employees through lunch-and-learn sessions, guest speakers, Web-based programs and health awareness fairs

OUR PERFORMANCE

Encouraging personal fitness

In 2004, we launched our first ever Walk and Win Challenge in Enbridge Gas Distribution. More than 110 employees signed up for the eight-week event, during which employees wore a step counter that measured their walking distance each day. Each employee walked on average 108 kilometres (66 miles) over the two-month period. Liquids Pipelines senior management and many employee groups completed a "Race the Pipeline" challenge, with each group collectively traveling a distance equivalent to the mainline system from Norman Wells to Montreal via Chicago (some 4,560 kilometres or 2,830 miles).

Increasing health awareness among employees

The more information we share with employees on health issues, the more we can assist them in managing personal and family health issues. In 2004, to make employees more aware of the vast amount of available health resources in the community, we hosted a health fair at Enbridge Gas Distribution's Toronto headquarters, with exhibits from local health agencies. Nearly 200 employees attended the one-day event. We also carried out wellness seminars in our Houston office, launching a Healthy Lifestyle Challenge, which recognizes and rewards employees for carrying out healthy lifestyle activities, with rebates on their health insurance premiums. A total of 300 people signed up for the program, which will be completed in 2005.

Dealing proactively with emerging concerns

In the oil and gas business, an increasing health issue is the existence of naturally occurring radioactive material (NORM) - tiny particles that collect in piping, vessels, pumps and gas processing equipment over time.

Although the science on this issue is evolving, it is believed that these materials can present potential health hazards. To ensure our employees are adequately protected, we are surveying facilities in our operations. In 2004, Liquids Pipelines analyzed eight tank cleaning projects in Canada and the United States to determine the presence of NORM. Our studies indicated that, with one exception, the facilities were below Canadian guidelines. In 2005, our U.S. Natural Gas Business plans to survey aboveground facilities for NORM while Enbridge Gas Distribution will test for NORM as part of pipeline integrity activities.

WHERE ENERGY MEETS PEOPLE

Our vision to be North America's energy delivery leader depends on the dedication, commitment and performance of an engaged and highly skilled workforce. We strive to attract and retain the best talent, and work with employees to support their development. We do this by providing a positive work environment, offering opportunities for skill and career development and providing them with competitive total rewards programs.

The people of Enbridge

Enbridge believes that employees are the basis of our success. There is an initiative now in progress to define an Enbridge "People Strategy" to underscore this belief. Details will be available in 2005.

Workforce statistics

In 2004, Enbridge experienced several changes to its organization, including the acquisition of Shell Gas Transmission in the Gulf of Mexico from Shell US Gas & Power LLC. At year-end, our and our affiliates' regular employees (full-time and part-time) totalled more than 4,500. Most of our employees work in our Canadian and U.S. operations. In addition, we hire temporary employees for projects and seasonal work.

Organization of human resources

We take a proactive and strategic approach to the management of our human capital. One of the ways in which we do this is through a company-wide Human Resources (HR) Council, consisting of senior HR professionals representing all business units. The 11-person council shares best practices, provides strategic advice on HR issues to senior management and stewards the management of human capital across all businesses. In early 2005, a new charter was created for the council to reinforce its role and service to the organization.

In our business units, we also stress the role of local managers and leaders in contributing daily to strong employee relations, promoting employee development and creating a positive and supportive work environment. At Enbridge, Human Resources facilitates the management of human capital; individual leaders manage people.

Performance management

Performance management is paramount to meeting our business goals and creating and sustaining a highly effective workforce. We support employees in effectively aligning their contribution as an individual with the strategic goals of Enbridge's business. This helps to ensure strategic alignment of employees' work efforts for strong individual and corporate performance and the development of career opportunities for individuals within Enbridge.

In 2004, we implemented a new performance management program company-wide, which strengthens the relationship between employee performance, performance coaching and feedback, and performance rewards. Performance reviews and discussions occur regularly throughout the year. Clear communications, collaborative goal-setting and frequent opportunities for measurement and feedback from their managers and leaders are facilitated by the process. Employees are encouraged to consider their development and career objectives against five core competencies: customer focus, execution and results, flexibility, interpersonal skills and job/technical skills.

Total rewards

Our approach to total rewards encompasses a comprehensive suite of programs aimed at attracting and retaining talented workers. Our base salary programs aim to strike a balance to be internally fair and externally competitive. Our incentive programs are linked to performance at various levels, providing opportunity for employees, at all organizational levels, to be rewarded for the achievement of goals and objectives that support our company's strategic directions.

In 2004, we strengthened Enbridge's commitment to pay for performance by implementing a new incentive program for salaried employees below senior management. The new program is characterized by a stronger connection between company, business unit and individual performance, along with enhanced communications to employees about incentive opportunities.

As a complement to our compensation programs, we provide pension, benefits, savings plans and vacation programs to support our employees and their families in meeting their current and future needs. Through these programs, our aim is to offer flexibility and choices while providing competitive levels of coverage. To complete the total rewards picture, Enbridge also offers employees opportunities for challenging work and growth.

Leadership and employee development

We are highly committed to leadership and employee development at all levels of our organization, and have undertaken several initiatives since our last CSR report.

For example, the function of Leadership and Employee Development has been redefined in Enbridge and now includes stewardship of the function at the corporate level through collaboration across all business units. Local human resources professionals oversee the design and delivery of employee development offerings, which are designed to respond to local business needs and by design vary throughout our organization. Greater integration of development and programs for leadership, high-potential employee development and of succession planning management processes across the enterprise is now being established.

Our employees have the opportunity to develop their business and leadership skills through internal and external targeted development programs, challenging assignments and ongoing performance feedback and coaching. At the field level, employees receive training largely focused on technical skills, EH&S, regulatory training and competency development.

We continually look for creative opportunities that benefit the growth of our people and contribute to tomorrow's workforce. In 2004, we entered into a partnership with the University of Calgary's Haskayne School of Business to establish and launch the Enbridge Undergraduate Mentorship Program at the school. Thanks to the program, business students at the university now have a new opportunity to gain valuable insights into the business acumen and knowledge needed to successfully develop and manage a career. Helping to provide those insights are employees at Enbridge's Calgary office representing several of our business units. The program provides a unique opportunity to grow and develop our people, through interaction with students and formal mentorship training. In 2004, 49 employees participated in this program as mentors.

Besides our employee development programs, we offer a tuition reimbursement program to provide financial support to employees who are continuing to advance their education to support their career goals. Enbridge also offers a scholarship program enterprise-wide to support access to education for children of employees.

Work environment

Enbridge has a firm commitment to creating a healthy and positive work environment. The company's workplace harassment and antidiscrimination policies denote our strong commitment to maintaining the dignity and respect of all employees. We also subscribe to the principles of a fair and equitable work environment.

Our work environment promotes a diversity of roles and enriched job experience through project work and participation on cross-functional teams. We also encourage our employees to take an active role in their communities through a variety of volunteer committees and United Way activities.

Each of our businesses recognizes the special achievements of our employees on an ongoing basis. These activities include service awards, monetary gifts, recognition in our internal communications and opportunities for challenging assignments.

Employee communications

Effective internal communications keeps our employees well informed and involved in company activities, and offers them an important avenue to contribute feedback. We actively engage our employees through:

• annual employee meetings
• our intranet and employee newsletters
• regular e-mail updates to employees
• business performance review videos
• local "face-to-face" sessions that enable employees to meet our CEO and share their questions, issues and recommendations
• local manager and leader updates to employees
• local and regional EH&S committees and working groups, where employees and management meet regularly to discuss local EH&S issues
• active employee social clubs

Enbridge employees are also invited each year to employee annual meetings across our organization to learn about the company's plans for strategic growth. These forums provide an opportunity for employees to meet with our CEO, local senior leadership and guests to discuss the challenges and opportunities for Enbridge, and ask questions about the issues that matter to them. In 2004, we held employee annual meetings in Toronto, Edmonton, Calgary and Houston. Question and answer segments in the annual meetings covered business strategy, workforce planning, strategic projects, total compensation, and much more.

Employee involvement

Recognizing the importance of an engaged workforce and effective channels of upward communication, Enbridge engaged a leading international consulting group to carry out the 2004 Perspectives Project, our first company-wide employee engagement survey. The survey asked employees to share their perceptions about their work with Enbridge and their workplace, soliciting their feedback on a variety of subjects, including corporate direction, communication, training and career development, job stress, employee satisfaction/ commitment and compensation and benefits.

A sample of the results of the survey, completed by 67% of Enbridge's workforce, show that:

• 70% of respondents rate Enbridge as one of the best places to work
• 78% say they feel proud to work for Enbridge
• 80% agree or strongly agree that Enbridge is a highly ethical organization
• 82% rate Enbridge as good or very good at providing a safe and healthy working environment

Employees also perceive that there are areas for improvement, including:

• employee communication
• coaching and developing people
• total rewards and recognition for employee performance

Management has responded by undertaking detailed action plans to address areas for improvement and will survey employees again in 2005 to track progress and make adjustments, as needed.

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At Enbridge, there are no dividing lines between good business practices and being a responsible company — one that is ethical, is a steward of the environment, is safe, engages its stakeholders and is attentive to social needs.

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