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Supply Chain Management at Enbridge

Supply Chain Management

Enbridge’s Supply Chain Management

Supply Chain Management – The resilience and agility of our supply chain depend on a vibrant, diversified supplier community, which also supports the vitality of the neighbourhoods where we live and work. We require our contractors and suppliers to be in line with our beliefs and objectives because they frequently serve as the public face of Enbridge and contribute to our business and ESG performance. 
 
We seek to work with suppliers who prioritize sustainability in their supply chains, and we anticipate that they will adhere to the standards set forth in our Supplier Code of Conduct for human rights, labor, health and safety, environmental protection, and business ethics. They must also act in accordance with our Statement on Business Conduct, Corporate Social Responsibility Policy, Indigenous Peoples Policy, and, as of 2021, our newly adopted Supplier Diversity Policy. 
 
By standardizing our RFP, proposal evaluation, contract award recommendation, and contract templates to include sustainability, environmental stewardship, social responsibility (including Indigenous engagement and supplier diversity), and ethical procurement, we have increased the amount of ESG-focused information in our procurement processes.

Supply Chain Management

Our ESG aim

Buy more products and services from suppliers who are diverse and who value equity, inclusion, and diversity.

2021’s top moments

For more thorough sustainability performance data collection from our suppliers, such as their carbon emissions data, we analyzed and chose a third-party vendor. Key suppliers will be required to supply evidence-based ESG data starting in 2022, which will power their sustainability scorecard. We will use this information to track the ESG performance of our suppliers and to help us manage our supplier relationships. 
 
In order to achieve our ESG goal, we conducted an inventory of our suppliers to determine which ones are diverse (i.e., are at least 51% owned, managed, and controlled by a diverse person or group with U.S. or Canadian citizenship) and to find ways to increase our spending with those who have received certification from an official third party on a national or regional level. 
 
Our ability to track Tier 1 diverse dollars (when we purchase directly from a diverse supplier) and, where accessible, Tier 2 diverse dollars (a supplier’s subcontracted work) has improved as a result of this work. 
 
Construction of Minnesota’s Line 3 cost $1.59 billion with one diverse supplier directly, and an extra $0.12 billion with 159 other certified diverse suppliers (Tier 1). Verified Tier 2 (subcontract) diversified firms received $56 million of our spending. In addition, we spend money on economic interaction with indigenous people. 

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