Path to Zero The Many Steps of Change

Path to Zero The Many Steps of Change October 11, 2017 Peter Lineen – Director, Health, Safety & Emergency Response

Enbridge North America’s Premier Energy Infrastructure Company • $165 B enterprise value • Liquids: 30, 320 km (18, 840 miles) of pipe; ~2. 8 MMbpd • Gas: 165, 600 km (102, 899 miles) of gas pipelines; ~3. 5 M customers • Green Energy: ~3, 000 MW generating capacity Enbridge Spectra Liquids long-haul Gas long-haul G&P pipelines Processing plants Geothermal power Gas storage facility Wind assets Crude storage Solar assets NGL storage Gas distribution Gas Distribution Terminals / storage Propane terminals Power transmission • $70 B+ secured growth + development projects • Merged 2 companies, 12 Business Units into 4 • Approximately 15, 000 employees Slide reflects pro-forma combination with Spectra Energy. For more information please refer to the presentation and news release dated September 6, 2016 which is available on Enbridge. com

Our Path to Zero Our system is perfectly designed to get the results we get Marshall Incident Our Response Our Present Challenges 3

The Marshall Incident A Defining Event for Enbridge, Industry, and all of our Stakeholders The Marshall incident prompted us to reassess and rebuild from the core out • In July 2010, Line 6 B ruptured, spilling 20, 000 bbls of oil near Marshall, MI • In 2010 Enbridge’s success had been built on a 60 -year track record of strong safety performance • The company had a long-standing strong “tone from the top” about safety • We believed we had a good reputation in the safety and reliability domain • We thought we were safety leaders https: //www. ntsb. gov/investigations/Accident. Reports/Pages/PAR 1201. aspx 4

Our Response Since the Incident • Re-focused on Safety & Reliability from a Priority to a Value • Governance restructured to heighten focus on Safety & Reliability – Board Safety & Reliability Committee; – Operations & Integrity Committee; Others – Strategic clarity (“SOAP”, “Best-In-Class”) • ESOR created to provide central focus and oversight of Safety & Reliability areas – – Occupational & Contractor Safety Pipeline & Facility Integrity Crisis & Emergency Response Risk • Defining & Embedding Cultural Artifacts 5

Enbridge Safety Foundations & Alignment Foundation: Focus Areas for Early Alignment Enterprise-Wide • Values • Health & Safety Principles • Lifesaving Rules • Foundational Safety Stories • Human Factors • An Integrated Management System Common Framework • Incident Severity Classification • Metrics and Performance Reporting – Standardized safety metrics – Tied to STIP – Reported monthly to OIC 6

Present Challenges with Competing Resources Achieving “Best-In-Class” Performance While Navigating Change • 2017 Acquisition/Merger and integration – Results Delivery Office & Decision Making – Strategy and SOAP for each BU – Principals of Integration • Advancing Curve Advancingon onthe the. Improvement Curve • Progressing culture in complex Progressingand andmaturing culture in industrial complex settings industrial settings Source: https: //www. nebone. gc. ca/sftnvrnmnt/sftycltr/sftycltrsttmnt-eng. html 7

Enbridge Safety Culture Framework Forging our Path Forward • Legacy approaches – Awareness and limitations • Assigned team reviewed multiple frameworks – Perception plus actual activity – Interfacing with partners (industry and regulators) • Cultural dimensions examined in depth – Traits – Attributes - Characteristics – Measurement methods developed • Piloting approach: Q 4 – 2017 – Liquids and Gas Operations (US & CAN) – Broader application 2018 • Share with industry post application 8

Closing Statements Putting It All Together • Foundations First: Cornerstone to culture. A lot of work. • Honour the Existing Cultures: Understand preserve elements from joining organizations while establishing a unified culture • Stakeholder Consistency 9

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