2013AWARDS responsible canadian energY

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Projects

The projects presented in this booklet are a compilation of all nominations for CAPP’s 2013 Responsible Canadian Energy Awards – recognizing improvement in environmental, health and safety and social performance. Project summaries and accompanying photos have been submitted by individual companies. Projects are categorized but listed in no particular order.

For more information about these projects, contact the respective companies directly.

On behalf of the Canadian Association of Petroleum Producers (CAPP), I am pleased to present Responsible Canadian Energy: Continuous Performance Improvement, a document spotlighting Responsible Canadian Energy Award submissions that demonstrate the oil and gas industry’s work to continuously improve performance in the areas of environment, health and safety and social performance.

This year, CAPP members made a record 33 submissions. These submissions exemplify the Responsible Canadian Energy Program, collective work by CAPP’s member companies to continuously improve, measure and report on performance.

The Responsible Canadian Energy Awards are a key part of the Responsible Canadian Energy Program and serve as an important opportunity for industry to demonstrate our progress and encourage a collaborative approach in pursuit of solutions in environmental, health and safety, and social performance. Pursuing performance improvements enhances industry’s social license to operate, which includes the broader social values and beliefs against which the industry operates, and the expectations Canadians have of industry and governments to ensure demonstrable performance gains over time.

On behalf of CAPP, congratulations and thanks to all member companies that made submissions this year. Your work reflects positively on our industry’s commitment towards Responsible Canadian Energy.

To find out more about our progress, please visit www.capp.ca/rce

Sincerely,

Dave CollyerCAPP President

reSPonSibLe canadian energy

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Canadian Natural Resources Limited has implemented several management initiatives to reduce or eliminate bear incidents. In 2011 the Athabasca oil sands area experienced a high level of bear activities including the euthanization of 145 bears. Canadian Natural’s response was to implement the following actions:

• Fencing• Garbage bin management• Bear awareness training• Hazing of bears• Banning of outdoor cooking

• Elimination of food consumption in high risk areas • Weekly inspections of areas with potential problems

The result of these efforts was a dramatic reduction in bear incidents. With 215 bear sightings near Canadian Natural facilities in 2012, there were zero bear incidents. This demonstrates that with proper techniques and management systems, operations within areas of high bear populations can be conducted safely and do not result in incidents requiring bears to be handled or euthanized.

bear management StrategieS

Statoil Canada Ltd. and Matrix Solutions Inc. partnered to conduct bioindicator monitoring research on locally important aquatic elements in the Christina River (near Conklin, Alberta) using an approach that is unique and complementary to traditional monitoring programs. The objective of this research was to identify candidates for long-term bioindicator monitoring that could be used to complement an existing surface water monitoring program. Innovative methods were used, including sophisticated DNA analysis to assess population genetics for two fish species (Arctic grayling

and slimy sculpin) and to detect fish species within waterways. In addition, sculpin and mussel (fat mucket) tissue samples were obtained and compared with passive samplers to investigate bioaccumulation of compounds and environmental chemical pathways in aquatic species. This program establishes relevant species within waterways to reflect aquatic ecology dynamics and speaks to social and environmental values. The program also provides useful information on how these elements can be included in future monitoring programs.

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city of dawSon creek recLaimed water Project

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The City of Dawson Creek Reclaimed Water Project demonstrates how Shell works with its local stakeholders to develop mutually beneficial solutions to manage environmental and social impacts. This project demonstrates how industry and stakeholders can work together to meet energy needs.

Shell has formed a dynamic partnership with the City of Dawson Creek by funding a water reclamation facility which supplies the majority of water Shell requires for its Groundbirch field completions.

With a capacity of 4,000 cubic metres a day, enough water for over 12,000 Canadian households,* the

water reclamation facility treats sewage waste water previously released into the Dawson Creek. Shell’s Groundbirch water management system, used in the development of its natural gas, uses a proportion of the city’s treated waste water. This water is transported via pipeline, thereby eliminating up to three million kilometres a year in truck trips over the course of full gas field development, reducing traffic, noise, and dust for local landowners.

* Canadians use an average of 329 litres of water each day for household and gardening purposes

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Talisman’s Bullmoose Plant was built in 1979 as a sour gas dehydration facility using a molecular sieve dehydration process to dry gas prior to being shipped. Due to the nature of the gas being processed, elemental sulphur would continuously build up within the plant. In order to melt the sulphur, a melt out process was used in which hot gas was applied to the exchangers. The hot gas was then flared-off, producing large amounts of sulphur dioxide.

To address the harmful effects of the sulphur dioxide produced during flare-off, Talisman launched an

effort to eliminate the Bullmoose facility and offload the gas to the West Sukunka plant. By doing this, Talisman realized a reduction on total emissions and the economic benefit of closing the Bullmoose plant. (Elimination of 985 tonnes per year of sulphur dioxide

emissions, 1,518,000 cubic metres per year of gas being flared, 1.5 kilotonnes per year of carbon dioxide emissions, and the result was total cost savings of 640,000 dollars per year).

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finding vaLue in waSte: uSe of non-PotabLe Lagoon water

In the spring of 2012, Devon met with municipal councillors from Elrose, Saskatchewan, and learned that their community lagoon, which holds treated sewage water, was at full capacity. The town considered drilling a water disposal well to help address the capacity issue, an expensive project in which significant external expertise would be required.

Devon proposed a solution. Devon uses Elrose’s local lagoon water to meet the needs of our proposed drilling and completions program in the area, instead of trucking in fresh water from Swift Current, which

is 1.5 hours away. Devon tested the water, devised a method to treat the water and has been using it ever since.

As a result, Devon:

• Reduced our use of fresh water; • Addressed the community’s sewage water

capacity issue and saved Elrose the costs of having to drill a disposal well; and

• Reduced greenhouse gasses, dust levels and impacts on traffic, roads and safety as result of transporting and accessing water locally.

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When embarking on plans to construct a new gas plant at its Dawson field operations in northeast British Columbia, ARC pursued the decision to build the plant as a low emissions facility, as a long-term investment that would have significant benefits for operations and the surrounding residents.

The facility’s low emissions design incorporates a number of emissions reducing practices, such as electrification, high efficiency motors, and acid gas injection. By installing these components, greenhouse gas emissions have been reduced and

the plant’s overall carbon footprint has decreased by approximately 60,000 tonnes per year - equivalent to the emissions generated by approximately 9,700 households in the period of one year.

The unique combination of high efficiency and low emissions makes the Dawson gas plant a leading example in terms of greenhouse gas efficiency per unit of output. The project demonstrates ARC’s commitment to minimizing its environmental impact, industry leadership and to creating long-term value for all stakeholders.

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CAPP members of the Foothills Landscape Management Forum (FLMF) include: ConocoPhillips Canada, Husky Energy Inc., Encana Corporation, Devon Canada Corporation, Paramount Resources Ltd., Tourmaline Oil Corp., Shell Canada Limited, Talisman Energy Inc., and Canadian Natural Resources Limited.

The Berland Smoky area is a diverse landscape with a number of competing economic, social, cultural, and environmental values. To address industry’s increasing demand for road access into the area, while at the same time accommodating environmental values, the Berland Smoky Regional Access Development Plan was developed

by government and the Foothills Landscape Management Forum (FLMF) drawing on work completed since 2005 by the FLMF. The plan was endorsed by the provincial government in December 2011 and meets the following objectives:

a) Manages the industrial footprint; b) Provides guidance for primary and secondary

access routing; c) Remains transparent through a monitoring and

reporting program;d) Conforms to Integrated Land Management (ILM)

principles, and; e) Allows for new policy direction.

Live caPture of Semi-aquatic animaLS

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Canadian Natural Resources Limited constructed a wildlife exclusion fence at the Horizon Oil Sands site. In constructing the fence it was known that animals were located within the fenced area and it would be necessary to relocate semi-aquatic mammals in the area. To manage this, a live capture and relocation program was implemented.

During a six-week period, a total of 30 beaver, five muskrat and one otter were successfully captured

and relocated. Follow-up monitoring of the animals after relocation indicated a high success rate for the animals in new areas.

The knowledge and data gained from this live capture and relocation project is being shared with other companies to assist the industry with issues related to balancing development with the well-being of wildlife near oil sands operations.

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water Source tooLbox

At Enerplus Corporation, we believe it is important to be an active partner in the communities in which we operate to promote positive economic, social and environmentally responsible development. As part of this commitment, Enerplus recognized an opportunity to proactively mitigate our impacts on water resources. Enerplus, with the support of Baseline Water Resource Inc., developed a Water Source Toolbox to assist the sourcing of fresh water alternatives and to identify opportunities to recycle

water, as much as practical, for current and future oil and gas development.

The Water Source Toolbox provides a practical and innovative framework for the assessment and selection of the most viable water source for site-specific oil and gas operations. The framework includes an economic evaluation of the water source and provides a process to assess the important social and environmental implications of the water source decision.

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In keeping with a commitment to continuous improvement and proactively addressing stakeholder concerns, Encana has implemented a company-wide program to manage chemical additives used in hydraulic fracturing.

The Responsible Products Program allows Encana to assess its hydraulic fracturing fluid systems for potential impacts to human health or the environment using widely-accepted toxicological criteria. Encana identifies any required operational controls to allow for the responsible use of the additives or eliminate them from use entirely. The program has been shared

with CAPP in support of the Fracturing Fluid Additive Risk Assessment and Management Operating Practice.

Encana has determined that none of the hydraulic fracturing products it uses contain arsenic, cadmium, chromium, lead or mercury and is committed to verifying none of these heavy metals are used in its hydraulic fracturing operations in the future. Encana also prohibits the use of hydraulic fracturing fluid products containing diesel, 2-Butoxyethanol and benzene.

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From August to early October 2012, Chevron Canada Limited conducted a three-dimensional (3-D) marine seismic program on Exploration Licence 460 (Chevron 60 per cent, Statoil 40 per cent), situated 240 kilometres northwest of Tuktoyaktuk, Northwest Territories, in the Beaufort Sea. Chevron faced numerous challenges in executing the program incident free, including staging the operation in an isolated location remote from support services, aligning all participants in their commitment to safe-work practices, enabling local benefits, managing high winds and rough seas as well as the ever-present threat of pack ice. Nevertheless, with early and thorough

planning, effective stakeholder consultation and relentless care and collaboration during execution, Chevron and its contractors completed the program without incurring a single recordable safety or environmental incident (over 54,600 exposure hours), engaged local services and suppliers, kept all local communities informed of the project status, and captured a record 3,658 square kilometres of data (140 per cent of scope) ahead of schedule and on budget. Chevron also acquired the first dual-azimuth (two-directional) seismic data in the Beaufort Sea.

beaufort SirLuaq SeiSmic Program

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SkyStrat™ driLLing rig

The SkyStrat™ drilling rig is a new rig that Cenovus developed to improve stratigraphic drilling programs in the oil sands. It is approximately two-thirds the size of a conventional rig and can be transported by helicopter, allowing Cenovus to access remote drilling locations year-round.

To date, the SkyStrat™ drilling rig has drilled 18 wells in the oil sands. Transporting the SkyStrat™ drilling rig by helicopter eliminates the need for temporary roads,

which significantly reduces the surface footprint. It also has the potential to reduce water use for drilling operations by up to 50 per cent. Further reductions in water use are achieved by not having to use additional water to freeze-in winter roads.

Cenovus plans to drill approximately 25 stratigraphic wells with the SkyStrat™ drilling rig in 2013 and is beginning construction of a second rig.

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Developed in conjunction with H2 Safety Services Inc., Enerplus Corporation’s Field Operations Emergency Response Quick Reference Guide (QRG) is a flip style reference booklet based on Enerplus’ Field Emergency Response Plan (ERP). The QRG is designed as a quick-reference guide for personnel involved in initial response actions. The QRG is a supplement to the full ERP and is not intended as a replacement of the full plan. Rather, it is a concise,

innovative and simple-to-navigate quick reference guide to be used during initial response actions. The guide: assesses hazards based upon their potential danger while taking in all degrees of risk associated to unprotected personnel, serves as a guideline to assist in determining response priorities and actions required, provides reference to provincial regulatory guidelines across our Canadian operating areas, and provides key government agency contact information.

emergency reSPonSe PLan quick reference guide

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Ergonomic injuries can have life-changing impacts that extend beyond the workplace and into personal lives. ConocoPhillips Canada (CPC) found that workers often wait until their discomfort reaches extreme levels before reporting their injury. CPC set out to change how ergonomics is understood and managed through an effective change management process that included an awareness campaign and new software.

CPC’s “Take-A-Break” campaign educates staff on ergonomic risks, provides new tools to help prevent injuries and encourages people to take short breaks away from their workstations to give their bodies a rest from repetitive work.

CPC also changed its process for assessing risks to its workers by training them on proper workstation set up and recognizing and addressing ergonomic risks. Break reminder software prompts workers to take breaks and demonstrates stretches to help avoid discomfort and injuries.

Results of these changes allow CPC to provide focused assistance to their workers to prevent repetitive strain injuries.

canada ergonomic Program imProvement

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It’s no accident the first thing you see when entering Imperial Oil’s Kearl Oil Sands site is a giant billboard proclaiming “Nobody Gets Hurt.”

“Nobody Gets Hurt” is much more than a catch-phrase at Kearl; it’s a value and a commitment shared by everyone on site to look after themselves and each other. Nothing is more important.

To achieve this goal, Kearl implemented a number of unique safety programs to identify and mitigate risks, share safety learnings and enhance awareness of

safety initiatives. These range from traditional methods like hazard identification, to innovative approaches such as “Kearl TV,” a dedicated channel promoting safety awareness at our work camp, supported by Kearl’s full-time videographer.

While Kearl’s safety record - more than five times better than the provincial average for the heavy construction industry - shows we are making progress, we will never relent in our pursuit of an operation where “Nobody Gets Hurt.”

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In the upstream oil and gas industry, the competency of field foremen plays a key role in safety operations, productivity and environmental protection. To help our foremen grow as business and operational leaders, Penn West implemented a Field Leadership Development program spanning 24 months using a “Blended & Extended” learning model.

During the first week-long phase, foremen are placed in ten-person learning teams at our innovative Boot Camp to obtain baseline knowledge and expectations about three core topics: people, business and technical

information. During the second phase, foremen dive deeper studying these topics by attending expert-led learning events every 6-8 weeks in Calgary or Edmonton which are supported by web-based resources and dialogue.

Foremen currently involved in the program are sharing learnings and helping each other across operational and regional areas. Penn West has designed the program internally and will sustain it over the long term.

fieLd LeaderSHiP deveLoPment Program

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Traditionally, behavior-based safety programs are managed and owned by the organization’s safety professionals. The OWLS (Observing Work Life for Safety) job observation model breaks from traditional programs by disassociating itself from the EHS department and taking full accountability for the development, implementation and sustainment of the Edmonton refinery job observation process. Through a site-wide vote, a CEP Union Local 501, an employee is chosen from operations to become the full-time lead OWLS facilitator for a two year secondment. The position is responsible for managing the OWLS steering committee (made up of frontline contractor, salary and

union employees) and the overall observation process at the worksite. This includes facilitating all of the site training requirements, data collection, analysis, trending, worker recognition programs, at-risk behavior mitigation action plans and executive management performance reports and presentations. Frontline worker ownership is the key component that distinctly sets OWLS apart from other behavior-based safety processes currently utilized within the oil and gas industry. It is truly owned and operated by the frontline worker.

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The 2012 delineation program was successful because of the team’s commitment to improving our overall HSE performance. Key to this improvement was an evaluation of the improvement opportunities identified from the previous year and implementing the processes and initiatives critical for reducing the number of injuries in our work environment. This included implementing safety leadership training for all drilling supervisors and HSE advisors as well as

requiring Personal Safety Involvement (PSI) training for all employees working on ConocoPhillips Oil Sands work sites. Safety Leadership and PSI coupled with the C.A.R.E. program increased our awareness on how to effectively engage in accident/incident prevention by identifying hazards or potential hazards and applying the tools necessary to intervene and stop unsafe acts and mitigate unsafe conditions.

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Shell’s Shelter-In-Place (SIP) training course is a state-of-the-art virtual education initiative to increase public awareness and understanding of this critical safety measure in case of a sour gas release. Building upon the Canadian Association of Petroleum Producers (CAPP’s) Shelter-In-Place instructions, Shell funded research and developed the course for oil and gas industry stakeholders to explain why sheltering is the first measure of public protection and the circumstances in which it should be used. This training course is now required for targeted Shell employees and contractors. It is necessary to complete the company’s emergency response training prior to commencement of work on many Shell sites. The SIP training course was also donated to CAPP for industry use.

The course has since been shared with Enform, Canada’s upstream oil and gas industry safety

association, for e-learning opportunities as well as in CD and DVD format for people without internet access. Using the same reader-friendly, easy-to-use communication tools for all audiences is vital to demonstrate the company’s primary concern is the health and safety of its stakeholders.

The next step was to provide it to the public in the vicinity of sour gas operations. To reach the widest possible audience, the course was shared with Enform, Canada’s upstream oil and gas industry safety association, through e-learning and by providing CDs and DVDs for people without internet access. Using the same reader-friendly, easy-to-use communication tools for all audiences is vital to demonstrate the company’s primary concern is the health and safety of people who may be affected by its operations.

SHeLter-in-PLace onLine Learning for emPLoyeeS and tHe PubLic

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Enerplus Corporation began offering the industry-known Safety Essentials for Supervisors and Managers (SEFSAM) course in 2011. The program instills the importance of ensuring teams are living the tenets of safety which requires “value-driven leadership” that actively walks the talk. This aligns closely with Enerplus’ health and safety philosophy. In 2011, Enerplus offered the SEFSAM program to our executives. Since then, we have extended SEFSAM’s three-day training to over 200 employees across various North American

field and corporate groups, reaching senior managers, supervisors, foreman and team leads. Additionally, an office-focused two-day SEFSAM session was developed and rolled out in June 2012 to non-safety sensitive leaders and employees. We plan to continue providing SEFSAM training as we believe inspirational leaders will help motivate others to adopt the powerful vision of zero incidents and stimulate our teams’ collective energies towards an incident-free workplace.

Safety eSSentiaLS for SuPerviSorS and managerS (SefSam)

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ConocoPhillips Canada set a goal to reduce injuries to contractors working in the natural gas and liquids area of its business. A contractor leadership engagement program was designed to target supply and services companies with the greatest impact on ConocoPhillips’ business. The program, which focused on equipping

the leadership of the contracting companies with the tools and information necessary to improve safety culture, resulted in a significant improvement to safety performance. 2012 year-end result was a 61 per cent decrease in contractor injuries, resulting in a Total Recordable Injury Rate of 0.20.

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TAQA’s systematic safety culture enhancement project kicked off in the spring of 2011 to define our safety values, measure our safety climate and prepare and implement an action plan to enhance the safety culture of the organization. The results of this effort have been tremendous, with employee engagement on health and safety matters at an all-time high and injury rates at an all-time low. Linked to this, has been a global effort which launched in the fall of 2011 to identify and develop TAQA’s culture and values. Leveraging off of this

global culture and values project, the local leadership team was able to engage all TAQA employees in an open discussion about our values and culture. The safety cultural enhancement project played a key role in these discussions by expanding the engagement from senior leadership to line management and then to the front line employees and contractors.

SyStematic Safety cuLture enHancement Project

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The people who care most about a community are the people who live in it. Because the communities where Cenovus works are important to the company, we invited residents to participate in the Cenovus Great Communities Contest. The contest gave residents a way to celebrate the incredible communities where they live and work, and gave Cenovus a unique way to display its commitment to the individual residents.

Cenovus invited community members to explain why

they think their community is great. The winners were presented with a $5,000 donation for their favourite local charity and the winning entries were featured in newspapers across Alberta and Saskatchewan.

Cenovus is committed to ensuring the communities where it operates are stronger and better off as a result of the company being there. By participating in the Cenovus Great Communities Contest residents were able to make their community even better through donations.

The 881 Business Incubation Centre (881 BIC) is a unique initiative to provide local entrepreneurs the services and information they need to access and benefit from economic opportunities in Alberta oil sands region. The 881 BIC was created from a unique partnership between ConocoPhillips Canada, Statoil Canada Ltd., the Government of Canada and the Government of Alberta and is operated on behalf of the partners by The Business Link.

The 881 BIC prepares local businesses to be contract ready by providing services lacking in rural areas.

Service provided includes administrative and business support, and training in areas such as occupational health and safety, financial management and leadership. The facility also houses local businesses that can service critical operational requirements of industry, creates a hub for regional business development and provides the opportunity for long-term sustainable economic self-sufficiency for regional communities.

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Since 2007, Enerplus Corporation has taught grade school students throughout its various Canadian Operating Districts about what oil and gas industry initiatives are taking place in their own backyards. Over the years, presentation topics have ranged from pump-jack safety to the purpose of land reclamation. An example of this work has been displayed in Tilley, Alberta, where for the past six years our Brooks area district foreman has taught third and fourth-grade students about oil field safety and processes. For the past two years, in conjunction with the Progressive Agriculture Safety Days®, fifth-grade

students in Virden, Manitoba, have learned about hazards including hydrogen sulphide from our field health and safety advisors. The desired outcomes for this educational initiative are to introduce a new generation of students to the full life-cycle of an oil and gas industry project while inspiring them to be safe and teaching them about potential career paths. Both of these field-driven initiatives exemplify Enerplus’ good-neighbour policy and commitment to keeping the communities where we live and work safe for residents of all ages.

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The David Thompson Corridor Visitor Services Program is a five-year partnership (2009 - 2014) between Suncor Energy and Alberta Parks.

Building upon a long-term cooperative relationship between Suncor, its predecessor companies and Crimson Lake Provincial Park, Suncor is providing funding for over five years to benefit a number of program deliverables including:

• Raising awareness of and fostering stewardship for the parks and protected areas within the David Thompson Corridor;

• Providing opportunities to engage the public in nature-based, hands-on experiential learning;

• Increasing the park staff presence in the David Thompson Corridor, and;

• Fostering collaborations and partnerships to strengthen the visitor services program and reach common goals.

To date, a full-time visitor services program supervisor has been hired, environmental education programs have been provided to regional students, public interpretive programs have been delivered and numerous partnerships in support of Alberta Parks have been established.

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Involving local stakeholders in project planning has been an objective of Imperial Oil for the Kearl Oil Sands project since its inception. Through an extensive consultation and community engagement process, Kearl’s management team learned the importance to Aboriginal communities that our workforce understands their history and cultural background.

To achieve this goal, Kearl teamed with a local community member, Holly Fortier, in 2009 to create Aboriginal Culture Awareness training for Kearl employees. The program focuses on Aboriginal

history, treaties and their significance, key issues and challenges, as well as recent cultural achievements and events in the area.

To date, more than 41,000 employees and contractors have participated in Aboriginal Cultural Awareness training programs at Kearl. As a result, the Kearl workforce gained greater awareness, understanding and respect for Aboriginal people and their culture, and the program continues to help Imperial build stronger, long-term relationships with our project neighbours and Aboriginal members of our workforce.

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kearL aboriginaL awareneSS training Program

In 2009, in an effort to reduce the amount of material being diverted to local landfills, Encana began a waste reduction program in its work camps located in northeastern British Columbia’s Horn River Basin. Recyclables were collected at the camps and stored in 50-foot trailers before being transported to the town of Fort Nelson and donated to local community groups. These groups were then able to sort the material and return containers to receive the refunded deposits.

By 2011, it had become difficult to find groups able to sort an entire trailer of material. In 2012, in order to address this challenge, Encana and the Northern Rockies Social Planning Council created a sorting facility where individuals with barriers to employment, fundraising groups and others in need are able to sort the containers and return them for cash. To date, Encana has diverted 20 trailers of for-deposit containers from the landfill, providing over $60,000 in revenue to the community.

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Encana is committed to creating sustainable communities where we live and operate. This commitment is facilitated by actively engaging both staff and community members in our community investment initiatives. Encana’s support of rural lifestyles has a long tradition with the organization and preservation of Encana’s western Canadian heritage is directed by both formal and grassroots initiatives.

This was the premise for developing the Race Against Hunger program, a partnership between Encana and

the World Professional Chuckwagon Association that benefits local food banks in Encana’s operating areas in Alberta and British Columbia. The program raises food, funds and awareness for local food banks.

Now in its third year, the Race Against Hunger has received overwhelming support from local businesses and community members, raising more than $100,000 and almost 12,000 pounds of food in 2012.

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race againSt Hunger

Finding solutions to engage, create and sustain opportunities for the Aboriginal business community was a fundamental goal from the outset at Imperial Oil’s Kearl Oil Sands project.

To achieve this goal, Kearl established a socio-economic team made up of representatives from Imperial and its primary contractors. In addition to the core Imperial team, we required that each primary contractor establish a dedicated socio-economic coordinator to identify contracting opportunities for local businesses within their area at Kearl and to steward the implementation and sustainment of contracts.

Imperial communicated opportunities with local Aboriginal and non-Aboriginal businesses using the Fort McMurray Chamber of Commerce REDLink and the Northeastern Alberta Aboriginal Business Association NAABANet. To date there have been over 343 opportunities identified and posted on these contracting websites.

Since construction of Kearl Initial Development began in 2008 more than $1 billion of Kearl’s business spend went to the local region, including more than $220 million to local Aboriginal businesses.

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In September 2012, Shell Canada, on behalf of the Athabasca Oil Sands Project (AOSP), a joint venture among Shell Canada (60 per cent), Chevron Canada Limited (20 per cent) and Marathon Oil Canada Corporation (20 per cent) announced it was proceeding to construct the Quest Carbon Capture and Storage (CCS) project – the first CCS project in the world for an oil sands operation.

Shell began consultation and public outreach activities more than four years prior to beginning construction to gain local community support and public acceptance

for the project. Shell employed a number of best practices in its consultation and communication program to explain CCS technology and the Quest project and to engage stakeholders.

Starting up in 2015, Quest will reduce the carbon footprint of the AOSP by capturing more than one million tonnes of CO

2 per year from Shell’s Scotford upgrader and storing it two kilometres underground.

CCS technology has been identified as one of the most promising technologies that can be implemented today to significantly reduce global CO2 emissions.

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In May 2011, fires devastated the Slave Lake region in Alberta. Approximately 14,300 residents were evacuated for two weeks. One-third of the town was destroyed and 732 households displaced, which resulted in $700 million in damage. For Penn West, 51 employees and contractors along with their families were displaced and 137 employees were impacted for up to two months from the production shut-down.

Faced with this unprecedented emergency, Penn West initiated a sustained response from emergency

operations continuing into assistance and recovery into late 2012. We addressed the immediate needs of employees, families, the town, the Municipal District and First Nations including safety, food and shelter. We endeavored to keep employees, contractors and families whole through the recovery, including covering costs that insurance companies would not. Penn West is committed to the Regional Wildfire Recovery Plan, keeping employees and their families in the community and the local economy.

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reSPonSibLe canadian energy

2013The Responsible Canadian Energy Program represents a collective commitment by CAPP’s member companies to continuously improve, measure and report performance in the areas of people, air, water and land, and engage collaboratively with the communities in which industry works. The measurement, reporting and analysis of information enables industry to show where it is making progress and where more focus is needed to reduce industry’s environmental footprint, to ensure every worker returns home safely each day and to improve the ways in which it engages stakeholders.

The Responsible Canadian Energy Awards are a key part of the Responsible Canadian Energy Program and serve as an important opportunity for industry to demonstrate our progress and encourage a collaborative approach in pursuit of solutions in environmental, health and safety and social performance.

For more information about the Responsible Canadian Energy Program and to view full profiles and videos of the 2013 Responsible Canadian Energy award recipients, visit: www.capp.ca/rce

To order printed copies of this booklet, contact publications@capp.ca

Imperial’s Women in Wage network was established in 1991 by a handful of women who courageously chose a career path that, at the time, was considered “non-traditional.” Initially, the focus of the network was to identify workplace barriers that prevented women from pursuing and excelling in non-traditional roles. Quite simply, Imperial needed the perspective of women working in these jobs to help identify what wasn’t working in order to improve access for women. The feedback that was gathered on topics ranging from recruitment practices to career development strategies proved invaluable.

As the network expanded across Imperial’s production operations, so did the representation of women working in non-traditional roles. Women wage earners

currently represent 12 per cent of the wage earner population, up significantly from the modest two per cent in the 1990s. The success of the network can be attributed to the dedication of its members who share their knowledge, support diversity through mentorship, and continually improve processes to attract, develop and retain women in non-traditional roles at the company.

Imperial is proud to support a network that promotes diversity in the workplace and congratulates all of its Women in Wage network members on 20 years of making a difference.

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Ken Ogilvie, RCEAG Chair Environmental Policy Consultant

Bonnie D. DuPont Corporate Director, ICD.D

Stewart Elgie Director, Institute of the Environment, University of Ottawa

John Lounds President and CEO, The Nature Conservancy of Canada

Cameron MacGillivray President and CEO, Enform

The Honourable A. Anne McLellan Bennett Jones LLP

Dr. Robert (Bob) Page Director, Enbridge Centre for Corporate Sustainability, University of Calgary

Gary Redmond Executive Director, Synergy Alberta

Chris Smillie Senior Advisor, Government Relations and Public Affairs, Canadian Building Trades

Robert Walker Vice President, ESG Services, NEI Investments

the responsible canadian energy advisory group

about caPP

The Canadian Association of Petroleum Producers (CAPP) represents companies, large and small, that explore for, develop and produce natural gas and crude oil throughout Canada. CAPP’s member companies produce about 90 per cent of Canada’s natural gas and crude oil. CAPP’s associate members provide a wide range of services that support the upstream crude oil and natural gas industry. Together CAPP’s members and associate members are an important part of a national industry with revenues of about $100 billion-a-year.

CAPP’s mission is to enhance the economic sustainability of the Canadian upstream petroleum industry in a safe and environmentally and socially responsible manner, through constructive engagement and communication with governments, the public and stakeholders in the communities in which we operate.

www.capp.ca