Enbridge Gas Transmission Emergency Response Plan

Core Plan 3/2021

Plan — Company: Enbridge Gas Transmission and Midstream

Owned by: Emergency Management

Controlled Location: GTM Governance Documents Library Published Location: GTM Governance Documents Library

Printed Hard Copy For Reference Only Please Refer To: Emergency Management

For Up to Date Version Enbridge Gas Transmission Emergency Response Plan

Table of Contents

I-1 Introduction ...... 1

I-1.1 Purpose ...... 1

I-1.2 Plan Coverage ...... 1

I-1.3 Plan Scope ...... 3

I-1.4 Plan Implementation ...... 3

I-2 Regulatory Compliance ...... 4

I-2.1 Applicable Regulations ...... 4

I-2.2 Regulatory Formatting ...... 4

I-2.3 Agency Approval ...... 4

I-3 Plan Review and Update Procedures ...... 5

I-4 Reference Documents ...... 5

I-5 Glossary/Acronyms ...... 6

II-1 Detection of a Release ...... 13

II -1.1 Facility Release Mitigation ...... 13

II -1.2 Pipeline Monitoring ...... 13

II-2 Incident Response ...... 14

II-2.1 Emergency Classification and Tiered Response ...... 14

II-2.1.1 Assessment of Emergency ...... 14

II-2.1.2 Events Requiring Immediate Response ...... 15

II-2.1.3 Emergency Classification and Tiered Response...... 16

II -2.2 Initial Incident Commander ...... 17

II -2.3 Personal Protective Equipment (PPE) ...... 17

II-2.4 Detection and Initiation of Response ...... 17

II-2.4.1 Response Initiation Flowchart...... 18

II-2.4.2 Field Personnel ...... 19

II-2.4.3 Gas Control ...... 19

II-2.4.4 Technician / First Responder ...... 19

II-2.4.5 Area Supervisor ...... 19

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Enbridge Gas Transmission Emergency Response Plan

II -2.5 Confirmed Incident ...... 20

II-2.5.1 Technician / First Responder ...... 20

II-2.5.2 Gas Control ...... 20

II-2.5.3 Area Supervisor ...... 20

II-2.5.4 Crisis Management Team/Executive Management Team ...... 21

II-2.5.5 Public Relations Activation ...... 21

II-2.6 Significant Event Criteria ...... 21

II-2.7 Specific Incident Type Response Procedures ...... 22

II-2.7.1 Product Release ...... 22

II-2.7.2 Medical Emergency ...... 24

II-2.7.3 Release Near or Inside a Building ...... 24

II-2.7.4 Fire ...... 25

II-2.7.5 Severe Weather ...... 26

II-2.7.6 Earthquake ...... 27

II-2.7.7 Community Evacuation ...... 28

II-2.7.8 Emergency Shutdown and Return to Service ...... 28

II-3 Notification Procedures ...... 29

II -3.1 Communication Methods ...... 29

II-3.2 Initial Notifications ...... 29

II-3.3 Follow-up Notifications ...... 29

II-4 Response Management System ...... 30

II-4.1 Incident Command System Structure ...... 30

II -4.2 Company Response Teams Organization – E3RT ...... 30

II-4.2.1 Business Unit Incident Support and Regional Incident Management Team ...... 32

II-4.2.2 Region Incident Management Team ...... 33

II-4.3 Incident Management Team Activation ...... 34

II -4.4 Emergency Operations Center ...... 34

II-4.5 ICS Planning Cycle ...... 35

II-4.5.1 Initial Response ...... 35

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Enbridge Gas Transmission Emergency Response Plan

II-4.5.2 Response Transition ...... 36

II-4.5.3 Operational Planning ...... 36

II-4.5.4 ICS Planning P ...... 37

II-4.6 IMT Roles and Responsibilities ...... 38

II-4.6.1 Incident Commander (IC) and Deputy IC Responsibilities ...... 38

II-4.6.2 Safety Officer ...... 38

II-4.6.3 Public Information Officer ...... 39

II-4.6.4 Liaison Officer ...... 39

II-4.6.5 Legal Officer ...... 39

II-4.6.6 Intelligence/Security Officer ...... 39

II-4.6.7 Operations Section ...... 39

II-4.6.8 Planning Section ...... 40

II-4.6.9 Logistics Section ...... 40

II-4.6.10 Finance Section ...... 40

II-5 Site Security and Control ...... 41

II -5.1 Site Security ...... 41

II-5.2 Recommended Exclusion Zones (Per Pipeline Association of Public Awareness) ...... 42

II-6 Documentation ...... 43

II -6.1 Emergency Response Documentation ...... 43

II-6.1.1 Level 1 Documentation ...... 43

II-6.1.2 Level 2 Documentation ...... 44

II-6.1.3 Level 3 Documentation ...... 44

II -6.2 Documentation Responsibilities ...... 45

II-6.3 Electronic Documentation ...... 45

II -6.4 Visual Records ...... 46

II-6.4.1 Photographs ...... 46

II-6.4.2 Videotape ...... 46

II-6.4.3 Media/Public Relations ...... 46

II -6.5 Unit/Individual Logs ...... 47

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Enbridge Gas Transmission Emergency Response Plan

II-7 Demobilization ...... 48

II-8 Response Termination ...... 49

II-8.1 Incident Debrief/Critique ...... 49

II -8.2 Post Incident Analysis/After Action Report ...... 50

II-9 Investigation of Failures ...... 50

III-1 Response Procedure Training ...... 51

III -1.1 Hazardous Waste Operations and Emergency Response (HAZWOPER) Training – U.S. Only ...... 51

III-1.2 Incident Management Training ...... 51

III -1.3 Emergency Response Plan Training ...... 51

III-1.4 Responder Liaison and Pipeline Awareness Training ...... 51

III-1.5 Training Records ...... 51

III-2 Exercise Procedures ...... 52

II I-2.1 Exercise Frequency ...... 52

III-2.2 Incident Credit ...... 52

IV-1 Incident Report Form ...... 53

IV-2 Regulatory Reporting Forms ...... 55

IV-2.1 U.S. Regulatory Reporting ...... 55

IV-2.1.1 PHMSA F 7100.1 Incident Report – Gas Distribution Pipeline Systems Instructions ...... 55

IV-2.1.2 PHMSA F 7100.2 Incident Report Gas Transmission, Gathering, and UNGS Incident Report Instructions ...... 55

IV-2.2 Canada Regulatory Reporting ...... 55

IV-3 Initial Response ICS Forms ...... 56

IV-3.1 ICS 201: Initial Incident Brief Packet ...... 57

IV-3.2 ICS 214a: Individual Log ...... 62

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Enbridge Gas Transmission Emergency Response Plan

I-1 Introduction

I-1.1 PURPOSE The purpose of this Plan is to ensure a prompt and effective comprehensive response preserving life safety and mitigating impacts to public health and the environment. Response management procedures covered in this plan are based on the National Incident Management System (NIMS) and the Incident Command System (ICS). The specific objective of the Plan is to provide guidance to company personnel with immediate procedures to take in the event of an emergency response incident originating at any Enbridge area of gas operations by:  Defining alert and notification procedures to be followed when an emergency response incident occurs.  Documenting equipment, manpower, and other resources available to assist with an emergency response incident response.  Describing response teams, assign individuals to fill the positions on the team, and define the roles and responsibilities of team members.  Defining organizational lines of responsibility to be adhered to during an emergency response.  Providing guidelines for handling an emergency response.

I-1.2 PLAN COVERAGE

Enbridge Gas Transmission & Midstream (GTM) OWNER/OPERATOR 5400 Westheimer Court Houston, TX 77056

Vector Pipeline LP OWNER 38705 Seven Mile Road, Suite 490 Livonia, MI 48152

Sabal Trail Transmission OWNER 6781 Osceola Polk Line Road Davenport, FL 33896 This Emergency Response Plan applies to all the following: Algonquin Gas Transmission Sabal Trail Transmission Alliance Pipeline Texas Eastern Transmission (TETCO) Big Sandy Pipeline Valley Crossing Pipeline East Tennessee Natural Gas Pipeline Vector Pipeline Maritime and Northeast Pipeline (M&N) Westcoast Energy NEXUS Gas Transmission

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Enbridge Gas Transmission Emergency Response Plan

Herein out, all references to any Enbridge company listed above will be referred as the “Company”. Each geographic area, facility type, and product characteristics has its own unique challenges; corresponding facility specific information will be found in the applicable Annexes to this plan. Required emergency response notifications will be made during any emergency response operation. Refer to the Notifications in the Geographical Annexes for contact information.

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Enbridge Gas Transmission Emergency Response Plan

I-1.3 PLAN SCOPE This plan communicates the response capabilities available by the Company to respond to any gas release. This plan is not intended to limit the discretion of Company employees to select any sequence of actions or to take whatever time they deem necessary to maximize the effectiveness of the response, consistent with safety considerations. This plan represents a planning standard; response operations in any release event will be tailored to meet the actual circumstances. This response plan contains information applicable to the Company. This plan applies to emergency response operations carried out by the Field Response Team and the Regional Incident Management Team, and Enbridge Enterprise Emergency Response Team (E3RT). This plan applies to any type or size of incident that may occur. The plan contains procedures to guide personnel in the event of a release or other emergency situation involving Company assets. All emergency response operations encompassed in this plan involve actions taken at, or in close proximity to, the site of an incident that are designed to:  Protect life safety and mitigate impact of the situation;  Ensure the life safety of responders, employees, and public;  Establish unified command over the incident,  Develop plans of action and;  Facilitate Communications.

I-1.4 PLAN IMPLEMENTATION This ERP and the Incident Management Team (IMT) become effective immediately upon notification of any type of release or hazard occurring at any Company operational area. Hazards may include natural disasters (i.e., earthquakes, floods, tornadoes, hurricanes, etc.), incidents involving civil unrest or terrorism, or any other incident which could potentially adversely impact a Company asset resulting in the release of gas For Initial Response Actions, see Section II-2.

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Enbridge Gas Transmission Emergency Response Plan

I-2 Regulatory Compliance

I-2.1 APPLICABLE REGULATIONS This ERP satisfies the requirements of the following regulations:  49 CFR §192.615 – Pipeline and Hazardous Materials Administration (PHMSA)  29 CFR §1910 – Occupational Safety and Health Administration (OSHA)  CSA Z662 and the Canada Energy Regulator Onshore Pipeline Regulations (OPR)  CER Onshore Pipeline Operations Regulations (Section 32 to 36)  Applicable State, Province, Territorial, and Local regulations.

I-2.2 REGULATORY FORMATTING This Emergency Response Plan (ERP) is a consolidation of planning requirements Enbridge is subject to through applicable regulations. For the purposes of this plan, Emergency Response Plan (ERP) is synonymous with Emergency Procedures Manual (EPM). This Manual fulfils the Canadian Environmental Protection Act Environmental Emergency (CEPA E2) requirements for CS-6A and CS-7 ERG facilities.

I-2.3 AGENCY APPROVAL This plan will be submitted to applicable regulatory agency for review of compliance with the regulations and agency approval.

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Enbridge Gas Transmission Emergency Response Plan

I-3 Plan Review and Update Procedures

Reviewing and updating this Plan shall be the responsibility of the Emergency & Security Management Department. Revisions to the Plan may result from:  Scheduled annual reviews;  As a result of conducting formal drills and training exercises;  From a response to an accidental release;  A change configuration that materially alters the information included in the response plan; and  A material change within the Company which alters the required response capabilities and/or resources. The Plan is reviewed Annually, not to exceed 15 months, and updated so that the Plan remains current and functional. All revisions to the Plan shall be distributed to all Plan holders identified in the plan’s Distribution List located in the Geographical Annex. Annually, during the Company review cycle any of the following operational changes would be a cause for modification and update to the ERP:  Extension of existing pipeline:  Construction of new pipeline;  Response Procedures;  Circumstances that may influence full implementation of the ERP Any material or significant changes at the facility that mandate a change in this Plan shall be submitted to the appropriate regulatory agencies. To request a change to this plan, follow Company document control procedures. A record of revisions for this plan is located in the Geographical Annex.

I-4 Reference Documents

REFERENCE DOCUMENTS Document Location The IMH is located on the GTM Emergency Enbridge Incident Management Handbook Management Sharepoint, with hard copies issued to (IMH) IMT members.

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Enbridge Gas Transmission Emergency Response Plan

I-5 Glossary/Acronyms

TERM DEFINITION A After Action Report/ A consolidation of information gathered during the testing and evaluation of response Improvement Plan plan through an exercise or after an actual response. (AAR/IP) Agency Representative Individual assigned to an incident from an assisting or cooperating agency that has been delegated full authority to make decisions on all matters affecting his/her agency’s participation at the incident. B Branch The organizational level having functional/geographic responsibility for major incident operations. The Branch level is organizationally between Section and Division/Group in the Operations Section, and between Section and Units in the Logistics Section. C CFR U.S. Code of Federal Regulations Check-In The process whereby resources first report to an incident response. Check-in locations include: Incident Command Post (Resources Unit), Incident Base, Camps, Staging Areas, Heli-bases and Division/Group Supervisors (for direct line assignments). Chief The ICS title of individuals responsible for command of functional sections: Operations, Planning, Logistics, and Finance/ Administration. Clear Text The use of plain English in radio communications transmissions. No Ten Codes nor agency specific codes are used when using Clear Text. Command The act of directing, ordering, and/or controlling resources by virtue of explicit legal, agency, or delegated authority. May also refer to the Incident Command/Unified Command. Command Post A site located in the cold zone where response decisions and activities can be planned, coordinated, and managed. The Incident Commander and regulatory On-Scene Coordinator(s) (OC) may operate from this location. Command Staff It consists of the Information Officer, Safety Officer and Liaison Officer, who report directly to the Incident Commander. They may have an assistant or assistants, as needed. Company Includes entities listed in Section I-1.2 of this plan. Communications Unit A vehicle (trailer or mobile van) used to provide the major part of an incident Communications Center. Contingency Plan A document used by Federal, State, and local agencies, and industry to guide ties planning and response procedures regarding a release, or other emergencies. Contractor A company hired to complete specific work and paid directly by the company. Cooperating Agency An agency supplying assistance other than direct tactical, support, or service functions or resources to the incident control effort (e.g., Red Cross, telephone company, etc.). Cost Unit Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures. Crisis An incident, emergency, or combination of circumstances that could have a significant negative impact on the public, the environment, or the company’s employees, operations, reputation, earnings, or share value. Crisis Management The executive group within the Company who functions away from the scene to Team (CMT) support the Incident Management Team (IMT), facilitate planning, manage business, recovery projects and address the implications of the problem and its potential on the Company’s viability, operability and credibility. Provides off-site strategic support. CSA Canadian Standards Association

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Enbridge Gas Transmission Emergency Response Plan

TERM DEFINITION D Damage Assessment The process of determining and measuring damages and injury to the human environment and natural resources, including cultural resources. Damages include differences between the conditions and use of natural resources and the human environment that would have occurred without the incident, and the conditions and use that ensued following the incident. Damage assessment includes planning for restoration and determining the costs of restoration. Decontamination The removal of hazardous substances from personnel and equipment necessary to prevent adverse health effects. Deputy A fully qualified individual who, in the absence of a superior, could be delegated the authority to manage a functional operation or perform a specific task. In some cases, a Deputy could act as relief for a superior, and, therefore, must be fully qualified in the position. Deputies can be assigned to the Incident Commander, General Staff, and Branch Directors. Demobilization Unit Functional unit within the Planning Section responsible for assuring orderly, safe and efficient demobilization of incident resources. Director The Incident Command System (ICS) title for individuals responsible for supervising a Branch. Dispatch To move resources from one place to another. Division The organization level having responsibility for operation within a defined geographic area or with functional responsibility. The Division level is organizationally between the Task Force/Strike Team and the Branch. Documentation Unit Functional unit, led by the Documentation Unit Leader (DOCL) within the Planning Section responsible for collecting, recording and safeguarding all documents relevant to the incident. DOT U.S. Department of Transportation Drills A coordinated, supervised activity usually employed to validate a single, specific operation or function in a single agency or organizational entity. Drills are commonly used to provide training on new equipment, develop or validate new policies or procedures or practice and maintain current skills. E E3RT Enbridge Enterprise Emergency Response Team Emergency An unforeseen combination of circumstances or a disruption of normal operating conditions that poses a potential threat to human life, health, property, and/or the environment if not contained, controlled, or eliminated immediately. Emergency Operations A central command and control facility responsible for carrying out the principles of Center emergency preparedness and emergency management functions are a strategic level during a response; and ensuring continuity of operations of a company. Emergency Service Those activities provided by the state and local government to prepare for and carry out any activity to prevent, minimize, respond to, or recover from an emergency. F Facilities Unit Functional unit within the Support Branch of the Logistics Section that provides fixed facilities for the incident. These facilities may include the Incident Base, feeding areas, sleeping areas, sanitary facilities, etc. Facility Any pipeline, structure, equipment, or device used for handling product. Federal On-Scene The pre-designated Federal On-Scene Coordinator operating under the authority of Coordinator (FOSC) the National Contingency Plan (NCP). Finance / The Section, lead by the Finance Section Chief (FSC) responsible for all incident costs Administration Section and financial considerations. Includes the Time Unit, Procurement Unit, Compensation/Claims Unit and Cost Unit.

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Enbridge Gas Transmission Emergency Response Plan

TERM DEFINITION First Response Agency A public health or safety agency (i.e., fire service or police department) charged with responding to a release during the emergency phase and alleviating immediate danger to human life, health, safety, or property. Food Unit Functional unit within the Service Branch of the Logistics Section responsible for providing meals for incident personnel. Full-Scale Exercises The most complex type of exercise. FSEs are multi-agency, multi-jurisdictional, multi- (FSE) organizational exercises that validate many facets of preparedness. They focus on implementing and analyzing the plans, policies, procedures and cooperative agreements developed in discussion-based exercises and honed in previous, smaller operations-based exercises. Function In ICS, function refers to the five major activities in the ICS, i.e., Command, Operations, Planning, Logistics, and Finance/Administration. The term function is also used when describing the activity involved, e.g., "the planning function." G General Staff The group of incident management personnel comprised of: Incident Commander, Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief. Group Groups are established to divide an incident into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. (See Division.) Groups are located between Branches (when activated) and Single Resources in the Operations Section. H HAZWOPER Hazardous Waste Operations and Emergency Response Helibase A location within the general incident area for parking, fueling, maintaining, and loading helicopters. Helispot A location where a helicopter can take off and land. Some helispots may be used for temporary loading. High Consequence Includes commercially navigable waterway (CNW), a high population area (HPA), Area (HCA) other populated area, (which means a place, as defined and delineated by the Census Bureau, that contains a concentrated population, such as an incorporated or unincorporated city, town, village, or other designated residential or commercial area), and an unusually sensitive area. High Population Area Urbanized area, as defined and delineated by the Census Bureau that contains (HPA) 50,000 or more people and has a population density of at least 1,000 people per square mile. I Incident An event affecting company operations that may be an emergency or crisis.

Incident Action Plan Is initially prepared at the first meeting, contains general control objectives reflecting (IAP) the overall incident strategy, and specific action plans for the next operational period. When complete, the Incident Action Plans will include a number of attachments. Incident Commander Person responsible for all aspects of the response, including developing incident (IC) objectives and managing all incident operations. This means the most qualified person, not necessarily the most senior person, on scene. Incident Command The location at which the primary command functions are executed; may be Post (ICP) collocated with the incident base. Incident Command A standardized on-scene emergency management system specifically designed to System (ICS) allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. Incident Log A permanent written record of significant response actions and events that occurred during the emergency.

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Enbridge Gas Transmission Emergency Response Plan

TERM DEFINITION Incident Management The IMH is intended to be used as an easy reference job aid for responders; designed Handbook (IMH) to assist responders in the use of the National Incident Management System (NIMS) Incident Command System (ICS) during response operations. Incident Management A team who functions at and/or away from the incident scene to support tactical Team (IMT) response operations, facilitate planning and address the concerns of public and government agencies. Incident Objectives Statements of guidance and direction necessary for the selection of appropriate strategies, and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives. Initial Notification The process of notifying necessary company personnel and Federal/State/Local agencies that a release has occurred, including all pertinent available information surrounding the incident. IS Intrinsically Safe J A facility established within, or near, the Incident Command Post where the Information Officer and staff can coordinate and provide incident information to the Joint Information public, news media, and other agencies or organizations. The JIC is normally staffed Center (JIC) with representatives from the FOSC, State On-Scene Commander (SOSC) and the Responsible Party. A range or sphere of authority. At an incident, public agencies have jurisdiction related to their legal responsibilities and authority for incident mitigation. Jurisdictional Jurisdiction authority at an incident can be political/geographical (e.g., city, county, state, or Federal boundary lines), or functional (e.g., police department, health department, etc.). (See Multi-Jurisdiction). L The ICS title for an individual responsible for a Task Force/Strike Team or functional Leader Unit. LMS Learning Management System A member of the Command Staff responsible for coordinating with stakeholder groups Liaison Officer (LOFR) and representatives from assisting and cooperating agencies. Local On-Scene Local Government Representative. Coordinator (LOSC) Logistics Section The Section responsible for providing facilities, services and materials for the incident. N National Contingency The plan prepared under the FWPCA and CERCLA, as revised from time to time. Plan (NCP) Land, fish, wildlife, biota, air, water, groundwater, drinking water supplies, and other Natural Resource resources belonging to, managed by, held in trust by, appertaining to or otherwise controlled by the state, federal government, private parties, or a municipality. The process of collecting and analyzing information to evaluate the nature and extent Natural Resource of injuries resulting from an incident, and determine the restoration actions needed to Damage Assessment bring injured natural resources and services back to baseline and make the (NRDA) environment whole for interim losses. (15CFR§990.30) NRC National Response Center O The ICS title for personnel responsible for the Command Staff positions of Safety, Officer Liaison and Information. A generic term that refers to the employee responsible for the location (e.g., PLM On Site Supervisor coordinator/supervisor, technician, terminal supervisor), or designate.

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Enbridge Gas Transmission Emergency Response Plan

TERM DEFINITION The period of time scheduled for execution of a given set of operational actions Operational Period specified in the Incident Action Plan. Operational Periods can be various lengths, usually not over 24 hours. Responsible for all operations directly applicable to the primary mission. Directs unit operational plans preparation, requests or releases resources, makes expedient Operations Section changes to the Incident Action Plan (as necessary) and reports such to the Incident (OSC) Commander. Includes the Recovery and Protection Branch, Emergency Response Branch, Air Operations Branch, and Wildlife Branch. OSHA Occupational Safety and Health Administration Any person, individual, partnership, corporation, association, governmental unit or Owner or Operator public or private organization of any character. P PHMSA Pipeline and Hazardous Materials Administration A meeting, held as needed throughout the duration of an incident, to select specific Planning Meeting strategies and tactics for incident control operations and for service and support planning. Lead by the Planning Section Chief (PSC), the Planning Section is responsible for collecting, evaluating and disseminating tactical information related to the incident, and for preparing and documenting Incident Action Plans. The section also maintains Planning Section information on the current and forecast situation, and on the status of resources assigned to the incident. Includes the Situation, Resource, Environmental, Documentation, and Demobilization Units, and Technical Specialists. PPE Personal Protective Equipment PREP National Preparedness for Response Exercise Program – workable exercise program which meets the intent of section 4202(a) of the Oil Pollution Act of 1990 (OPA 90) in the United States. Functional unit within the Finance/Administration Section responsible for financial Procurement Unit matters involving vendor contracts. Public Information A member of the Command Staff responsible for providing incident information to the Officer (PIO) public and news media or other agencies or organizations. There is only one Information Officer per incident. The Information Officer may have assistants. R Recovery For the purposes of this document, recovery refers to the removal and/or treatment of the waste or contaminated materials generated by the incident. Recovery includes restoration of the site and its natural resources. All personnel and major items of equipment available, or potentially available, for Resources assignment to incident tasks on which status is maintained. Functional unit, lead by the Resource Unit Leader (RESL) within the Planning Section responsible for recording the status of resources committed to the incident. The Unit Resources Unit also evaluates resources currently committed to the incident, the impact that additional responding resources will have on the incident, and anticipated resource needs. Guidelines for initial response that are based on the types of product involved in the Response Guidelines release, these guidelines are utilized to determine clean-up methods and equipment. A practical plan used by industry for responding to a Release. Its features include (1) identifying the notification sequence, responsibilities, response techniques, etc. in an easy to use format; (2) using decision trees, flowcharts, and checklists to insure the Response Plan proper response to releases with varying characteristics; and (3) segregating information needed during the response from that required by regulatory agencies to prevent confusion during an incident response. Restoration The actions involved in returning a site to its former condition. S

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Enbridge Gas Transmission Emergency Response Plan

TERM DEFINITION A member of the Command Staff responsible for monitoring and assessing safety Safety Officer (SOFR) hazards or unsafe situations, and for developing measures for ensuring personnel safety. The Safety Officer may have assistants. SDS Safety Data Sheet, formerly Material Safety Data Sheet (MSDS). The organization level having functional responsibility for primary segments of Section incident operation such as: Operations, Planning, Logistics, Finance/Administration. The Section level is organizationally between Branch and Incident Commander. A Branch within the Logistics Section responsible for service activities at the incident. Service Branch Includes the Communications, Medical and Food Units. Site-specific document required by state and Federal OSHA regulations and specified in the Area Contingency Plan. The SSHP, at minimum, addresses, includes, or contains the following elements: health and safety hazard analysis for each site task or operation, comprehensive operations workplan, personnel training requirements, Site Safety and Health PPE selection criteria, site-specific occupational medical monitoring requirements, air Plan (SSHP) monitoring plan, site control measures, confined space entry procedures (if needed), pre-entry briefings (tailgate meetings, initial and as needed), pre-operations commencement health and safety briefing for all incident participants, and quality assurance of SSHP effectiveness. Functional unit within the Planning Section responsible for collecting, organizing and Situation Unit analyzing incident status information, and for analyzing the situation as it progresses. Reports to the Planning Section Chief. Source Control Steps that must be taken to stop the release of gas at the source. State On-Scene The pre-designated State On-Scene Coordinator. Coordinator (SOSC) Strategy The general plan or direction selected to accomplish incident objectives. Specified combinations of the same kinds and types of resources, with common Strike Team communications and a leader. The ICS title for individuals responsible for directing the activities of a Division or Supervisor Group. Functional unit within the Support Branch of the Logistics Section responsible for Supply Unit ordering equipment and supplies required for incident operations. A Branch within the Logistics Section responsible for providing personnel, equipment Support Branch and supplies to support incident operations. Includes the Supply, Facilities, Ground Support and Vessel Support Units. T Involves key personnel discussing hypothetical scenarios in an informal setting. This type of exercise can be used to assess plans, policies and procedures or to assess the systems needed to guide the prevention of, response to and recovery from a defined incident. TTXs are typically aimed at facilitating understanding of concepts, Tabletop Exercise identifying strengths and shortfalls and achieving changes in the approach to a particular situation. Participants are encouraged to discuss issues in depth and develop decisions through slow-paced problem solving rather than the rapid, spontaneous decision making that occurs under actual or simulated emergency conditions. Deploying and directing resources during an incident to accomplish the desired Tactics objective. A group of resources with common communications and a leader assembled for a Task Force specific mission. Functional unit within the Finance/Administration Section responsible for recording Time Unit time for incident personnel and hired equipment. Transfer of Command An ICS term which means the process of moving the responsibility from one incident command team to another. This term primarily relates to the Incident Commander.

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Enbridge Gas Transmission Emergency Response Plan

TERM DEFINITION Triennial Cycle For exercise planning, a three-year time period with a defined start date and end date, with the cycle beginning again after the end date. U A command structure consisting of the FOSC, the State on Scene Coordinator and Unified Command the Responsible Party. The Unified Command is utilized during an incident response (UC) to achieve the coordination necessary to carry out an effective and efficient response.

The organizational element having functional responsibility for a specific incident Unit planning, logistic, or finance/administration activity.

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Enbridge Gas Transmission Emergency Response Plan

II-1 Detection of a Release

The Company has a number of safety systems and practices in place to prevent the occurrence and mitigate the subsequent impact of accidental releases. The systems are designed to alert operators with alarms and provide automatic shut-in functions in the event of a release. Station operators and gas controllers are trained to respond to the various system alarms in order to identify and control releases immediately. Gas Control will dispatch Technicians/First Responders to explore a notification of release.

II-1.1 FACILITY RELEASE MITIGATION Release mitigation measures are built into the design of facilities and emergency procedures. The following release mitigation measures are found in current design standard:  Gas and fire detection alarms announced in Gas Control for immediate response by company personnel,  Remotely-operated, electrically-actuated isolation valves,  *Aboveground piping in stations to allow early detection of releases, and * Since design standards have evolved over time, not all facilities are equipped with these mitigation measures. On-site and on-call employees are trained as first responders, and would focus on life safety and source control upon arriving at any release.

II-1.2 PIPELINE MONITORING All pipelines within the Company Pipeline System are monitored on a regular basis. Gas Control personnel monitor and control line pressures and product flow rate and operate remote controlled valves and compressor stations. Gas Control is operated on a 24-hour basis. Should a leak occur, Gas Control will dispatch field personnel to make an assessment and begin response efforts.

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II-2 Incident Response

Initial response actions are those taken by local personnel immediately upon discovery of a release or emergency incident, before the Incident Management Team (IMT) is formed and functioning. Timely implementation of these initial steps is crucial, as they affect the overall response operation. Initial Response actions are required at the onset of an emergency response to mitigate the extent of a release, minimize the potential hazard to life safety and the environment, as well as implement an effective response. It is also important to act decisively and in doing so, create a professional working atmosphere among the Company and regulatory authority personnel and public officials.

All incident response actions will follow the PEAR response priorities: People Environment Assets Reputation This section is intended to provide guidance for determining the appropriate initial response level and corresponding response procedures in the event of a release or other emergency incident General guidelines on the procedures and sequence for making the various internal and external notifications, activations, and reporting requirements following any type of product release or other emergency incident can be found in this section. The information provided herein focuses primarily on general notifications and reporting procedures Specific internal and external notifications and contact lists can be found in Annex 2: Geographical Specific Notification Procedures and Contact Lists along with all notification checklists applicable to that area.

II-2.1 EMERGENCY CLASSIFICATION AND TIERED RESPONSE II-2.1.1 Assessment of Emergency A person evaluating a situation must assess the circumstances surrounding an event, to determine if an emergency situation exists, and respond accordingly. Company personnel are trained in hazards or emergency recognition procedures as described below. An emergency in pipeline and facility operations often originates with the unexpected release of product. Release product presents a substantial hazard for fires or explosions until they dissipate to safe levels. In these situations, sources of ignition must be controlled to eliminate fire and explosion hazards. The Company has strict rules for controlling sources of ignition within company facilities to avoid such explosions or fires. Early detection and quick response are the best actions to reduce the hazards. The procedures in this section do not substitute emergency response knowledge, training, or sound judgment calls, and do not account for all circumstances. In the event of any type of incident, it is imperative that consideration of life safety be first. The level of response is dependent upon the severity of the release, the size, potential environmental, social and economic impact and the expected public interest in the incident, and what phase the response efforts are in (e.g.; Initial Response, Operational Planning, Recovery). Incident classification and

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response efforts can be scales up or down depending on incident needs. Company personnel will be familiar with the Emergency Response and Tiered Response table and how emergencies are classified. The Gas Control employee that receives notice of a potential emergency will immediately dispatch the technicians/first responder to assess the situation. For planning purposes, potential emergencies will be classified by emergency levels. The classification levels are necessary for determining an appropriate tiered response. Escalating levels result in increased required resources, notification requirements and potential increased response complexity to deal with the emergency. See the Emergency classification and Tiered Response Table on the next page for description of emergency response levels and the appropriate tiered response to support incident response. II-2.1.2 Events Requiring Immediate Response The following events (including, but not limited to) require an immediate response:  Extreme pressure reduction on a line;  Receiving notification of an emergency, such as:  Pipeline release or potential;  Operational malfunction causing a hazardous condition;  Fire and/or explosion; and  Natural disaster.

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II-2.1.3 Emergency Classification and Tiered Response

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II-2.4.2 Field Personnel Any person who observes or becomes aware of a release shall immediately report the incident to the Supervisor. Information related to the incident should be captured on an ICS 201 Incident Briefing form. An ICS 201 form is located in Section IV of this plan. Field personnel are responsible for:  Notification to Supervisor.  Notification to Gas Control (24-Hr.). II-2.4.3 Gas Control The following are procedures for Gas Control. When an emergency or suspected emergency report is received from the public, police or an employee, Gas Control is responsible for:  Contacting local police or local emergency services, as warranted, and if not already provided for by on-scene response.  Contacting and activating appropriate level of emergency response team(s);  Notify others as identified in control center operations procedures;  Dispatch technicians to assess SCADA, instrumentation alarms, or anomalies to investigate a potential emergency;  Dispatch technicians/ first responders to investigate report of release;  Notify Regional Operations if a technician/ first responder has been dispatched; and  Maintain contact with the technicians, first responders, and/or any other personnel in order to maintain situation status as the incident evolves II-2.4.4 Technician / First Responder  Assess the situation;  Take action in accordance with responsibilities;  Proceed immediately to the area of concern and, if safe to do so, begin exploration, and if safe to do so, mitigate the release; and  Maintain constant or scheduled contact with the Gas Control to pass situation (e.g. what is happening, where it is happening, personnel involved, what is being done). II-2.4.5 Area Supervisor  Record information from the caller or the control center;  Notify the control center if a First Responder has been dispatched; and  Depending on the circumstances of the emergency, consider launching aircraft for situational awareness.

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II-2.5 CONFIRMED INCIDENT If an incident is confirmed, the following actions will be carried out. II-2.5.1 Technician / First Responder  Call 911 and participate in Unified Command at the Field Incident Command Post (generally established by arriving Emergency Services; Fire or police);  Maintain Unified Command with Emergency Services and remain onsite until an Enbridge transfer of Command is carried out;  Document all key actions, timing and contacts. Utilize ICS 201 Incident Briefing Form to document and log notifications. Utilize ICS 214a Individual Log to document personal actions taken.  Provide the following information when making internal notifications as identified in Annex 2 of this plan: o Brief description of the incident, including the location; o The impact or potential impact; o Contact name and telephone number to obtain follow-up information; and  If unable to confirm an emergency, notify the Gas Control and remain onsite until advised. II-2.5.2 Gas Control Follow procedures contained in Section II-2.4.3. II-2.5.3 Area Supervisor  Report to the initial Incident Command Post (ICP) if possible, for the purpose of assuming role of Incident Commander;  Confirm/escalate the emergency level and tiered response based on an onsite assessment;  Notify and activate the Emergency & Security Management Department, if support is required (contact information is located in Annex 2 of this plan);  Initiate the Incident Command System (ICS) and establish Unified Command;  Mobilize response personnel (Field Response Team) and equipment as required by the emergency level;  Notify on-call Public Information Officer (PIO) (Contact information is located in the Annex 2 of this plan);  Fill the Incident Management Team positions as required  Within a Unified Command, establish an Incident Action Plan (IAP) and determine the extent to which assistance is required;  If additional operations support is required/requested, contact the neighboring Regional Operations;  Make, or delegate notifications to:  Company departments as required, (Lands & Right-of-Way, Health & Safety, Environment, Pipeline Integrity, Public Affairs, Human Resources). Gas Control can assist with these calls;  Local First Nations’ Reserve and Traditional Territory representatives;

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 Other pipeline and utility companies as appropriate  Government support as required (e.g., emergency management agencies, strategic intelligence teams)  Local emergency management agencies if applicable  Appropriate government agencies and initiate reports in the required timeframes  To request activation of the Enbridge Enterprise Emergency Response Team (contact information is located in Annex 2); (E3RT), contact the Emergency & Security Management Department  If significant event criteria are met, follow call up procedure to notify the Crisis Management Team/Executive Management Team as identified in the Enterprise Crisis Management Plan. II-2.5.4 Crisis Management Team/Executive Management Team  Provide corporate direction to the Incident Commander, as required;  Provide additional corporate resources to support emergency operations, as required; and  Coordinate next-of-kin notifications II-2.5.5 Public Relations Activation In the event that Public Relations assistance is needed, Enbridge GTM Public Relations should be notified. On-Call PIO contact information can be found in Annex 2 of this plan.

II-2.6 SIGNIFICANT EVENT CRITERIA

INTERNAL CRISIS MANAGEMENT NOTIFICATION REQUIREMENT CRITERIA Injury  On-the-job employee or contractor fatality or public fatality One or more injuries requiring immediate or overnight hospitalization and treatment of  employee, contractor or the public  Multiple injuries or illnesses to employees, contractors or the public Releases Impact to environmentally sensitive areas, national parks or wildlife habitats that are likely to  attract media attention or cause closure, stoppage or re-routing of traffic on public roads Possible risk to personnel or the public (e.g., NGL leak near a roadway, liquid release into a  body of water, fire, explosion) Property Damage / Business Interruption  Property damage (e.g., fire, explosions, acts of nature, vandalism, theft) Any situation that should be brought to the attention of the Crisis Management Team due to  actual or potential impact on the company (e.g., unscheduled business disruption) Evacuation / Shelter-in-Place  Evacuation beyond facility personnel  Shelter-in-place of the public  Mandatory evacuation of the public Public Relations / Actual or Potential Company Impact  Release of product  Security threats (e.g., bomb threat, employee violence)  Possibility of attracting media attention

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II-2.7 SPECIFIC INCIDENT TYPE RESPONSE PROCEDURES The purpose of this section is to provide baseline response procedures based on the type of incident that could occur. The procedures contained in this section are developed to provide guidance to field personnel to make sound decisions during the initial response of an incident. These procedures have been designed to: Protect life safety of the public and company personnel threatened by the release and To coordinate response activities for prompt and safe repair of the pipeline and the return to normal operating conditions. Under no circumstances will personnel place themselves in harm’s way or be directed to do so by others when performing response activities. All documents and logs drafted during an initial response must be submitted to the Documentation Unit. II-2.7.1 Product Release Immediate actions will be taken at the discovery or detection of release to mitigate the effects and carry out an effective and prompt response. Such actions include, but are not limited to: Shut-in the line, if possible, and secure site using best methods available; Notify the nearest compressor station and/or Gas Control Contact local law enforcement for possible reverse 911 public notifications or activation of public alarm systems (i.e. Emergency Broadcast System, Public Awareness Announcements, etc.) ensuring life safety of the public; evacuation to safe areas as necessary, restricting access to the area, and any assistance needed; Taking measures to mitigate the impact of the emergency while maintaining the life safety of response personnel; Coordinating with response personnel arriving at the site; and Documenting key events using the ICS 201 Incident Briefing Form. The order of actions taken are dependent on incident circumstances.

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PRODUCT RELEASE Explore  Determine the wind direction and approach cautiously from upwind. Explore the suspected release area only when using/wearing PPE appropriate to the hazard  (under the buddy system if possible).  Ensure life safety of personnel in the area. Determine if there are third party people involved in rescue or evacuation. Are any schools,  homes or commercial properties at risk and should they be evacuated?  Assess hazards for potential for fire, explosion, and/or hazardous toxic vapors.  Eliminate or shut off all potential ignition sources. Use intrinsically safe equipment (e.g., flashlights, two-way radios, gas detectors with audible  alarms)  Assess environmental hazards (e.g., weather, holes/ditches, cliffs, fast water). Should access to the area be restricted (roads blocked)? If so, assistance should be  requested from law enforcement agencies.  Maintain regular/scheduled communication with Gas Control. Gas Control should be notified following an assessment of the release site, an evaluation  should be made regarding the effect of downtime on product scheduling. Communications  Maintain regular communication between Gas Control and incident site.  Make all necessary notifications contained in Section II-2, II-3 and Annex 2 of this plan. Securing Incident Site Confirm identification of released material and check associated SDS. Ensure local  authorities have been advised of the product's characteristics and precautions. Assess the release threat, site safety, and parameters such as release volume, extent and  direction of movement  Determine if pipeline(s) has (have) been shut-in.  Determine if wind direction has been confirmed and windsock erected Determine if all ignition sources have been identified and eliminated/controlled Ensure  adequate fire protection equipment is available and in place.  Establish Exclusion zone and Safe Work Areas Determine if safety requirements have been established and communicated. Determine if  decontamination sites and procedures have been established  Determine if valves have been locked out as necessary Other Consideration  Confirm activities and events are being documented ICS 201, 214, and/or 214a. If possible, photograph the area for situational awareness taking into account ignition source  hazards Once support has arrived, conduct transfer of command and start preparing for tactical and  planning meetings Work with Company Environmental Department to conduct a Natural Resource Damage  Assessment (NRDA).

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II-2.7.2 Medical Emergency MEDICAL EMERGENCY Evacuation of seriously ill or injured persons should be conducted by ground or air ambulance only. Transportation by company or private vehicle should be discouraged, unless advised to do so by medical authorities. All medical emergencies should be documented and applicable emergency notifications completed. Call 911 to arrange for ground or air ambulance support if necessary. Provide 911 dispatch with the following information: Your name and location  Type of medical emergency Name and location of the injured person(s) Type and severity of injuries Your contact phone number  Transport injured person(s) to local hospital or other appropriate care facility. II-2.7.3 Release Near or Inside a Building RELEASE NEAR A BUILDING

All operators must have a personal gas monitor (%LEL, O2) or LEL Meter when entering the building.  Immediately stop work activities.  Protect life safety first. Safely evacuate building if gas is detected inside building. The operator shall enter or remain in the building only if the environment is less than 20% of the LEL. The following conditions must be met before entering a building with an active LEL alarm: Check all operating data and alarms to gain insight on the alarm  Notify Gas Control prior to entering the building. If the Operator feels it is unsafe to proceed with determining the source of the gas leak then appropriate action should be taken to isolate the piping manually or by activating the ESD system.  Always look and listen for any signs of escaped gas.  All open flames are to be extinguished.  Determine leak severity.  Do not enter building with audible leaking gas.  Test the environment to determine safe entry.  Evacuate people from adjacent buildings.  Shut off electrical power to building.  Eliminate all other potential sources of ignition.  Isolate the building from gas sources of ignition.  Close necessary inlet and outlet block valves and open blowdown valves. After gas sources are shut off, utilize portable combustible gas indicator/detector to determine  safe environment.

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II-2.7.4 Fire It is the Company’s intention to comply with all applicable fire regulations. The objective of the emergency planning and response program is to produce a favorable outcome at the incident with minimal risk to the public, employees, contractors and emergency responders.

FIRE  Personnel should immediately evacuate hazardous area. Extinguish fire – only if the fire is capable of being extinguished with equipment at hand and  personnel training level.  Call 911 and activate fire alarm. If a telephone is not in hazardous area, notify or if a telephone is in hazardous area, but is not  intrinsically safe, do not attempt to use it. Get information to Gas Control and Fire Department as quickly as possible by any available means.  Eliminate any additional ignition sources. Begin Emergency Shutdown if necessary and safe to do so. Trip emergency shutdown control. Close product supply valve if the emergency shutdown control fails.  Reduce product supply by: Closing valves where possible Close mainline fire gate valves on supervisor’s orders if not in the fire area. If in the fire area, close the nearest upstream and downstream valves. Account for all personnel in the unit or area where the fire occurred. Search for and rescue missing or injured personnel as directed by appropriate authority.  If there are injuries, refer to Medical Emergency Checklist Evacuate all non-essential personnel, if necessary.  Notify and establish communications with Gas Control.  Conduct air monitoring to ensure life safety and determine appropriate PPE.  Coordinate evacuation of nearby residents with local authorities. After the fire has been extinguishes or controlled, permit only authorized personnel to go near  location.

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II-2.7.5 Severe Weather Severe Weather may include, thunderstorms, high winds, and/or flooding. This checklist identifies actions to be taken when the Pipeline and/or its facilities are threatened by thunderstorms, producing lightning or high winds and tornados.

SEVERE WEATHER  Establish communications with Gas Control for weather updates.  Sound the alarm.  Have location personnel report to a designated area. Avoid all windows and proceed to an interior room on the lowest floor or tornado shelter, if  available. Interior stairwells will be one of the best shelters, if available.  Seek shelter under a sturdy/heavy piece of furniture.  Use your arms to protect the back of your head and neck. Once the all clear has sounded:  Account for all Personnel  Begin search and rescue if any personnel are missing  Assess situation and exercise caution.  Emergency Shut Down, if necessary. Notify Gas Control as needed. If damage has occurred, close the nearest block valves on either side of the damaged  location. Conduct visual inspection of the line(s) using one or more of the following methods. Aircraft  Vehicle Walking Evacuate the line for closer inspection and/or pressure test prior to resuming operations, if  necessary.  Inspect system integrity  Check off-site areas for damage.

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II-2.7.6 Earthquake During an earthquake personnel should drop, cover, and hold on. If outdoors minimize movements to a few steps to a nearby safe place and wait until shaking has stopped. If indoors, stay there until the shaking has stopped and exiting is safe.

PROCEDURES DURING AN EARTHQUAKE If Indoors  Stay calm.  Drop to your hands and knees.  Cover you head and neck with your arms.  Only move if escaping danger from falling objects or seeking additional cover. Stay away from glass, windows, outside doors and walls, and anything that could fall, such as  light fixtures or furniture.  Hold on to any sturdy shelter until the shaking stops. DO NOT get in a doorway as this does not provide protection from falling or flying objects and  standing may be difficult.  Stay inside until the earthquake has stopped and it safe to exit.  DO NOT use elevators.  Be aware that the electricity may go out or sprinkler systems or fire alarms may turn on. If Outdoors  Stay calm.  Move away from buildings, streetlights, and utility wires.  Out in the open, Drop, cover, and hold on.  Stay put until the earthquake has stopped. If in a Moving Vehicle  Stay calm.  Stop as quickly as safety permits.  Stay in the vehicle.  Avoid stopping near or under buildings, trees, overpasses, utility wires.  Proceed cautiously once the earthquake has stopped.  Avoid roads, bridges, or ramps that might have been damaged during the earthquake.

POST-EARTHQUAKE Look around to make sure it is safe to move and there is a safe way out of any debris. Expect aftershocks. Check for injuries, and provide assistance if trained/authorized. Look for and extinguish small fires. Listen to battery-operated radio or television for the latest emergency information. Stay away from damaged areas. Be careful when driving after an earthquake and anticipate traffic light outages. Activate appropriate contingency/response plans, as appropriate for any secondary incidents (i.e., release of product, fire).

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II-2.7.7 Community Evacuation This will be accomplished under the direct guidance local emergency response officials. In the event that evacuation plans were required beyond the boundary of the facility, the On-Site Supervisor will communicate further directives. These plans will include guidance of where to move potentially affected parties to minimize threats to life safety and the environment. Appropriate geographical specific notification and contact information can be found in Annex 2 of this plan. II-2.7.8 Emergency Shutdown and Return to Service Compressor stations are equipped with an Emergency Shutdown System (ESD). Its purpose is to block the flow of gas into the station and simultaneously vent any residual gas in the station’s piping. All units are equipped with and tied into an automated emergency shutdown system. The system can be activated by a single push button at a central control panel, which will facilitate the organized and safe shutdown of the compressor units. There are additional push buttons at various locations throughout the compressor building. In the station yard there are manual valve opening locations, which will activate the ESD System. Also, the ESD system can be activated by Gas, Fire or Smoke Detection. Written procedures for all work involving the facilities, including but not limited to purging and packing, must be utilized during service restoration. It is recommended that the ESD system be activated if: An explosion occurs, accompanied by the sound of escaping gas in the compressor building or station piping. A loud noise from an engine or compressor occurs, accompanied by the sound of escaping gas in or near the compressor building. An alarm from the combustible gas detection system occurs, accompanied by the sound of escaping gas in or near the compressor building. Doubt occurs during any emergency situation. The ESD system is controlled by a pilot loop charged with natural gas. Activating any ESD station valve will cause the natural gas in the loop to be blocked and vented to the atmosphere. When loop pressure drops to a predetermined pressure as a result of venting, hydraulic operators close station isolation valves and open blowdown valves. Closing of the isolation valves effectively isolates the compression station piping from its mainline pressure. Opening of the blowdown valves vents the process and fuel gases to the atmosphere. After mitigated actions have been completed, the pipeline facilities shall be safely returned to service in accordance with applicable operating procedures and a site-specific written plan describing the steps to be completed

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II-3 Notification Procedures

II-3.1 COMMUNICATION METHODS PRIMARY COMMUNICATIONS FOR COMPANY RESPONSE ACTIVITIES WILL CONSIST OF THE FOLLOWING:  Company mobile phones, hard line phones, faxes, and Company intranet devices.  Communications needs beyond primary communications devices will be supplied by Company. To mobilize additional cellular/mobility capacity, contact the Incident Support Team Mobile Connectivity representative. Refer to the Emergency Preparedness SharePoint site GTM Emergency Management Teams for the contact information:

II-3.2 INITIAL NOTIFICATIONS The Incident Commander is responsible for assuring that all required notifications/reports are completed in a timely manner for all incidents. All contacts with Federal, State, and local, regulatory agencies must be properly documented. Gas Control is a 24/7 support tool designed to provide communication assistance to the Incident Commander to facilitate a timely response to emergency situations. Specific notification procedures and contact lists can be found in Annex 2 of this plan.

II-3.3 FOLLOW-UP NOTIFICATIONS Upon completion of the initial notifications and the implementation of the initial response actions, periodic follow-up notifications* should be made to the National Response Center and State agencies to provide updated information on the incident. The IMT may assist the Incident Commander with follow-up information to the agencies.

FOLLOW-UP INFORMATION Name of facility or pipeline Time of release Location of discharge Name of material involved Reason for discharge (e.g., material failure, excavation damage, corrosion, etc.) Weather conditions on-scene Actions taken or planned by persons on scene *In accordance with NTSB recommendations, ensure a follow up call to the NRC is made with any updates, particularly with volumes. Ensure follow up call is made within a couple of hours after the initial call to either confirm initial volume estimates or to provide revised volume updates.

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II-4 Response Management System

II-4.1 INCIDENT COMMAND SYSTEM STRUCTURE The Company has adopted the Incident Command System (ICS) organization to allow the partnership of Unified Command to be developed when required in training, exercises or responses.

II-4.2 COMPANY RESPONSE TEAMS ORGANIZATION – E3RT Enterprise Crisis Management Team – Strategic (EXTERNAL TO Emergency Management Program “EMP”)

As identified in the Enterprise Crisis Management Plan (external to this framework and Emergency Management Program “EMP”): Responsible for “Actions taken away from the scene to support and assist the IST and [IMT] in planning, business recovery projects and address the implications of the problem and its potential on the Company’s viability, operability and credibility”

GTM Incident Support Team - Strategic

Actions taken at and/or away from the incident scene to support the IMT, facilitate planning, and manage business recovery projects. Incident Management Team – Tactical & Strategic (Regional)

Actions taken at and/or away from the incident scene to support tactical response operations, facilitate planning, and address the immediate concerns of the public and government agencies. Guiding Plan: Emergency Response Plan.

GTM Membership – Enbridge Enterprise Emergency Response Team

At the request of the Regional Director, the GTM membership of E3RT will provide GTM mentorship to the IMT, and/or fill substantive roles in the IMT. GTM members would deploy first, followed by the remainder of the E3RT membership for future operational periods.

Full Membership – Enbridge Enterprise Emergency Response Team At the request of the Regional Director, the full membership of this cross-business unit team of individuals, who are specially trained to support significant incidents, will fill roles in the Incident Management Team (IMT).

Field Response Team – Tactical Actions taken by responders at an incident scene to directly attack the problem and its consequences. Guiding Plans: Field Emergency Response Plan (Emergency Response Plan), Tactical Response Plan Maps, Pre-Fire Plan and other tools

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II-4.2.1 Business Unit Incident Support and Regional Incident Management Team

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II-4.2.2 Region Incident Management Team

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II-4.3 INCIDENT MANAGEMENT TEAM ACTIVATION Determine the level of emergency and tier of response required to effectively manage the response using the Emergency Classification and Tiered Response guidance located in Section II-2 of this plan. It is recommended to initiate a large response effort during initial response when exact resource and personnel requirements are unknown and/or fluid and then scaling back when resources are no longer necessary for the response.

II-4.4 EMERGENCY OPERATIONS CENTER In the event of a significant incident for which Company facilities are not adequate, an appropriate Emergency Operations Center (EOC) location must be selected. Possible locations of an EOC would include appropriate government, public, and commercial facilities. Local governments usually maintain facilities which have been pre-designated for command center purposes. Selection of an EOC location should consider nature, anticipated duration of, and proximity to the response. The command center can be moved if necessary, although once established, it will normally not be relocated.

EMERGENCY OPERATIONS CENTER CHARACTERISTICS Ability to provide security and controlled access. Large enough to provide adequate working room for all assigned personnel, including agency

representatives. Provide resources necessary to manage the incident, e.g., meeting rooms, communications equipment, documentation equipment, materials and supplies needed to support the command function, etc. The Joint Information Center (JIC), if established at, is often located adjacent to the EOC.

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II-4.5 ICS PLANNING CYCLE The ICS planning Cycle is an ordered sequence of actions used to accomplish:  Activating a defined and scalable response management of each incident’s unique characteristics;  Establish incident objectives guiding the efforts of the IMT;  Define operational periods for planning and operations purposes to develop measurable strategies that contribute to the mitigation as the incident evolves;  Dissemination response information including:  Response Objectives  Resource status  Situation Updates,  Safety requirements and advisories;  Evaluation of current response strategies;  Revision of the above as the incident evolves. As depicted on the ICS “Planning P” the ICS planning cycle is divided into two phases; Initial Response, and Operational Planning. In a more complex Level 2 or 3 emergency, planning for the next operational period will take place in the proactive phase. To manage the emergency a meeting schedule will be set by the IC. A detailed Incident Action Plan will be developed through the meetings outlined in the Operational Planning description below. A more detailed description of the ICS Planning Cycle and its phases can be found in the Incident Management Handbook (IMH). II-4.5.1 Initial Response This phase of an incident is typically the most likely phase of concern because of the dangers associated with initial approach and assessment of a release. Actions during the initial response phase should be guided by the procedures established in Section II-1 of this plan. As outlined in the ICS Planning Cycle “Planning P”, the initial response phase includes the following elements:  Incident occurrence/ discovery;  Notification;  Initial Response and Assessment;  Initial Incident Briefing ICS 201 form;  Initial UC Meeting;  Assessment Meetings; and  Initial Objectives Meeting The primary document developed during the Initial Response phase is the ICS 201 Incident Brief, with other ICS forms supplementing as they are developed and information is gathered.

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When management of an incident transitions from reactive to proactive response methods, the planning cycle moves to Operational Planning. II-4.5.2 Response Transition The transition from reactive to proactive incident management. If the Unified Command determines formal incident planning is needed the Unified Command presents the Command and General Staff of the IMT with initial incident objectives to move the planning cycle forward. II-4.5.3 Operational Planning This phase of an incident allows further refinement of planning processes and alignment with day-to-day operations. Control objectives are refined for each operational period and are defined by specific strategies and tactics for response operations. Because an incident response is dynamic and evolves over time, objectives, tactics, resources needs, etc. are revaluated for each Operational Period. As outlines in the ICS Planning Cycle “Planning P”, operational planning phase includes the following elements:  Objectives Meeting;  Command and General Staff Meeting;  Tactics Meeting;  Planning Meeting; and  Operations Briefing. The primary document developed during operational planning is the Incident Action Plan (IAP). The planning cycle is timed so the operations briefing occurs just before the start of a new Operational Period, guided by the most recent developed IAP.

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II-4.5.4 ICS Planning P

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II-4.6 IMT ROLES AND RESPONSIBILITIES The information in this section is an overview of the Command and General Staff positions of the Incident Management Team. For information on subordinate positions or in-depth role and responsibility checklists refer to the Company Incident Management Handbook (IMH). All assigned personnel should review common responsibilities in additional to position specific responsibilities when assigned a position on the IMT. In addition to position required ICS forms and response specific documentation, every member of the IMT should maintain an ICS 214a Individual Activity Log. II-4.6.1 Incident Commander (IC) and Deputy IC Responsibilities The Incident Commander’s (IC) responsibility is the overall management of the incident. On most incidents, the command activity is carried out by a single IC, but if warranted the IC will form a Unified Command with a FOSC, SOSC, or LOSC, as appropriate. The IC is selected by qualifications and experience. Deputies should have the same qualifications as the person for whom they work, as they must be ready to take over that position at any time. When span of control becomes an issue for the IC, a Deputy IC/Chief of Staff may be assigned to manage the Command Staff. II-4.6.2 Safety Officer The Safety Officer (SOFR) function is to develop and recommend measures for assuring personnel safety and to asses and/or anticipate hazardous and unsafe situations. Only one primary SOFR will be assigned for each incident. The SOFR may have specialists, as necessary, and the assistants may also represent assisting agencies or jurisdictions. Safety assistants may have specific responsibilities, such as air operations, hazardous materials, etc. During the initial response phase, the ICS 201-5 form is used to ensure hazards are identified, evaluated and managed; and would typically be used for a Tier 1 response. The ICS 201-5 form can be supported by attachments such as the released product MSDS and other topics at the Safety Officers discretion. In a Tier 1 response the safety officer transitions to the ICS 208 form at their discretion The Tier 2 response would typically use the SDS, ICS 208 Site Safety Plan and Medical Plan forms. The ICS 201-5 form would be in place until the Tier 2 Safety team can transition from the Tier 1 team. The ICS 208 form can also be supported with attachments of SDS and Medical Plan, at the Safety Officers discretion. SDSs are provided in the Enbridge SDS Tool. When a response has transitioned to the "project phase" the project is usually turned over to a remediation project group. At that time a SSHP will be developed based on company safety and health procedures.

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II-4.6.3 Public Information Officer The Public Information Officer (PIO) is responsible for developing and releasing information about the incident to the news media, to incident personnel, and to other appropriate agencies and organizations. Only one primary PIO will be assigned for each incident, including incidents operating under a Unified Command (UC) and multiple jurisdiction incidents. The PIO may also have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions. Agencies have different policies and procedures relative to the handling of public information. II-4.6.4 Liaison Officer Incidents that are multi-jurisdictional, or have several governmental agencies involved, may require the establishment of the Liaison Officer (LOFR) position on the Command Staff. Only one primary LOFR will be assigned for each incident, including incidents operating under UC and multi-jurisdiction incidents. The LOFR may have assistants as necessary, and the assistants may also represent other agencies or jurisdictions. II-4.6.5 Legal Officer The Legal Officer is responsible for providing advice and direction on all maters of a legal nature including claims, legal requirements relating to the emergency response, investigations, natural Damage Assessment (NRDA), major procurement contracts, insurance coverage, and review of information release to the media, government agencies and the public. II-4.6.6 Intelligence/Security Officer The responsibility of the Intelligence/Security Officer is to provide Command intelligence information that can have direct impact on the safety of response personnel and influence the disposition of security assets involved in the response. II-4.6.7 Operations Section The Operations Section Chief (OSC), a member of the General Staff, is responsible for the management of all operations directly applicable to the primary mission. Assignment as the OSC will be based on qualifications and experience. The OSC activates and supervises organization elements in accordance with the IAP and directs its execution. The OSC also directs the preparation of Unit operational plans, requests or releases resources, makes expedient changes to the IAP, as necessary, and reports such to the IC. The OSC may have a Deputy OSC who may be from within the company or from an assisting agency. In a more complex incident, the OSC may assign a Deputy OSC to supervise on-scene operations.

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II-4.6.8 Planning Section The Planning Section Chief (PSC), a member of the General Staff, is responsible for the collection, evaluation, dissemination, and use of incident information and maintaining status of assigned resources. Information is needed to 1) understand the current situation; 2) predict the probable course of incident events; 3) prepare alternative strategies for the incident; and 4) submit required incident status reports. The PSC may have a deputy PSC, who may be from an assisting governmental agency. The Deputy PSC should have the same qualifications as the individual for whom they work and must be ready to take over position at any time. Situation Unit Leader The Situation Unit Leader (SITL) is responsible for collecting, processing, and organizing incident information relating to the growth, mitigation, or intelligence activities taking place on the incident. The SITL may prepare future projections of incident growth, maps, and intelligence. Resource Unit Leader The Resource Unit Leader (RESL) is responsible for maintaining the status of all assigned tactical resources and personnel at an incident. This is achieved by overseeing the check-in of all tactical resources and personnel, maintaining a status-keeping system indicating current location and status of all these resources. Documentation Unit Leader The Documentation Unit Leader (DOCL) is responsible for establishing a filing system for the maintenance of accurate, up-to-date incident information that will constitute the incident’s legal record. Examples of incident documentation include: Incident Action Plan, incident reports, communication logs, injury claims, situation status reports, etc. Through documentation is critical to post-incident analysis. Some of the documents may originate in other sections. This unit shall ensure each section is maintaining and providing appropriate documents for inclusion on the incident file. The DOCL will, after the response is terminated, provide to the IC the complete set of incident files to store for legal, analytical, and historic purposes. In the absence of a Historian, the DOCL will prepare meeting minutes, track open action items and maintain the incident event log. Environmental Unit Leader The Environmental Unit Leader (ENVL) is responsible for environmental matters associated with the response, including strategic assessment, modeling, surveillance, sensitive area identification, and environmental monitoring and permitting. The ENVL may be staffed or co-staffed by an agency representative as required by state/Provencal policy or the UC. II-4.6.9 Logistics Section The Logistics Section Chief (LSC), a member of the General Staff, is responsible for providing facilities, services, and material in support of the incident. The LSC participates in the development and implementation of the IAP and activates and supervises the Branches and Units within the Logistics Section. The LSC may have Deputy LSCs. The Deputy LSC must have the same qualifications as the person for whom they work, as they must be ready to take over that position at any time. II-4.6.10 Finance Section The Finance Section Chief (FSC), a member of the General Staff, is responsible for all financial, administrative and cost analysis aspects of the incident and for supervising members of the Finance/Admin Section. The FSC may have a Deputy FSC. The Deputy FSC must have the same qualifications as the person for whom they work, as they must be ready to take over that position at any time.

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II-5 Site Security and Control

II-5.1 SITE SECURITY Security is necessary to protect the life safety, protect equipment, and to eliminate congestion at the work site due to unauthorized personnel. The priority of all Enbridge personnel in any emergency is protecting life safety. Public access will be prevented from an emergency site while there is any danger of explosion, fire, hazardous vapors, or other hazardous condition. Security measures need to be established early in an incident response to:  Protect life safety of the public, personnel, and first responders, refer to the Recommended Exclusion Zones table for recommended distances;  Limit public interference with response operations; and  Ensure access for authorized personnel and equipment to the incident access points, staging areas, ICP, and other incident facilities. Examples of site security measures:

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II-5.2 RECOMMENDED EXCLUSION ZONES (PER PIPELINE ASSOCIATION OF PUBLIC AWARENESS) These recommended distances apply to GTM US Operations only. For Canadian Emergency Planning Zone Distances see Annex 2.

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II-6 Documentation

Documentation of a release or other emergency response provides not only a historical account covering the entire period from pre-release through remediation actions to final post-release assessment, but also serves as a legal instrument and a means to account for all remediation costs. Documentation relies heavily upon detection and assessment functions, and together these functions provide the necessary data on the extent of the release and the necessity for control measures. While operational personnel are in charge of this important function, the potential for legal ramifications should require the help of more specialized consultants to assist with this type of documentation. Due to the nature of the legal ramifications, individuals with legal training should be assigned to this particularly duty and liaison with the Legal Officer during recovery. An important aspect to bear in mind when designing forms and entering data is to use a quantitative system, avoiding relative or arbitrary terms such as large, small, thick, thin, a lot, not much, etc. These cause confusion and are not comparable between locations and individuals. To ensure that all pertinent data and information are available for the incident report, documentation should commence immediately upon notification of a release and should continue until demobilization. The Documentation Unit Leader should coordinate all documentation. The Documentation Unit Leader, Incident Commander, All IMT personnel and any designated support personnel should keep notes on all significant occurrences, including details and time of occurrence. The ICS 214 Unit Log should be utilized to capture this information occurring within a function group or unit of the IMT. IMT members should maintain an ICS 214a Individual Log. Notes are best kept in chronological log format, to be compiled later in the final report. Every contact, written or verbal, with government personnel should be noted.

II-6.1 EMERGENCY RESPONSE DOCUMENTATION II-6.1.1 Level 1 Documentation In the event on a Level 1 incident, file all routine company reporting forms as per normal operating procedures.

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II-6.1.2 Level 2 Documentation In the event of a Level 2 incident, the ICS 201 packet will be filled.

LEVEL 2 - ICS 201 PACKET (REACTIVE PHASE) Incident Report & Notifications Incident Action Plan Cover Sheet Weather Report ICS 201- 1 Incident Map/Sketch ICS 201- 2 Current Actions ICS 201- 3 Organizational Chart ICS 201- 4 Resources Summary ICS 201- 5 Site Safety & Control II-6.1.3 Level 3 Documentation In event of a Level 3 incident, documentation will include, at a minimum, the ICS 201 Incident Briefing, and will include any of the forms listed below as the incident required

LEVEL 3 - DETAILED INCIDENT ACTION PLAN (IAP) (PROACTIVE PHASE) IAP Cover Sheet General Incident Report Picture Report Weather Report Resources Summary ICS 202 - General Response Objective ICS 203 - Organization Assignment ICS 204 - Assignment List ICS 205- Communications Plan ICS 206 - Medical Plan ICS 207 - Organizational Chart ICS 208 - Site Safety Plan ICS 209 - Incident Status Summary ICS 209 - (Oil Spill) Incident Status Summary ICS 220 – Air Operations ICS 223 – Health and Safety Measure ICS 230 – Daily Meeting Schedule ICS 232 – ACP Site Index ICS 232 – Resources at Risk

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II-6.2 DOCUMENTATION RESPONSIBILITIES Concise, detailed documentation is an integral function of the Incident Management Team (IMT) during any response activity. The IMT is responsible for the maintenance of complete and accurate records of all events that occur in chronological order as it is essential for legal requirements, and post-incident review. Each group within the response organization is responsible for compiling and maintaining adequate records in support of the Documentation Unit under the Planning Section Chief. If ICS has not been fully activated, the Incident Commander is responsible for ensuring an accurate, chronological record of the key events related to the release is kept. Standards for response documentation are illustrated below:

STANDARDS FOR MANAGEMENT OF RECORDS Response documentation is a record of activities and not a place for analysis, conclusions,

speculation, opinions, or comments. Records will be complete to capture the whole sequence of events. Records will be clearly stated to support the recovery costs at a later date. Only relevant information will be recorded. Records will include the name and position of the person who prepared the document. Ongoing management and availability of records during the response. Scribes maybe be appointed under the Documentation Unit Leader to help facilitate Incident

documentation. All entries will include a time and date in order to reconstruct sequences of events at a later

date.

II-6.3 ELECTRONIC DOCUMENTATION All personnel assigned to an incident will create an incident specific folder in their email inbox to store all electronic incident correspondence. If electronic photographs and/or video are created, they will be saved in an incident specific folder by the generator of the content. The Legal Officer or Company legal staff will advise incident specific documentation retention requirements.

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II-6.4 VISUAL RECORDS II-6.4.1 Photographs Photographs will be used to record the following information:  Initial conditions at the release site  Containment and response activities (chronological progression)  Aerial photographs (if possible)  Overall “panoramic” view of the site to tie-in permanent features  Conditions at the end of the response operations  Recovery of the area over time  Only designated employees will be permitted to take photos following an emergency The following information will be written on each photograph immediately after printing:  Release name and location  Date and time  Photographer’s name and contact number  Location where the photograph was taken and direction the camera was facing (use copy of site sketch where possible)  Specific information being documented II-6.4.2 Videotape Use videotape with a verbal commentary to supplement (not replace) photographs if appropriate. Verbal comments are only used to reference information pertaining to the release site and associate activities. II-6.4.3 Media/Public Relations For all media and public inquiries; the following will be recorded:  Date and time of the inquiry  Name, employer and city of the media reporter  Questions and answers provided  Time and station of any media broadcasts Copies of articles regarding the incident should be kept in the Incident Log.

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II-6.5 UNIT/INDIVIDUAL LOGS A log of daily events from each ICS group will be maintained from the time of emergency confirmation until the operations are completed. Each entry should record the date, time, place, and action. The log will be handed into the documentation unit at the end of every operational period. Records will be made as events occur that capture the following information

ICS 214 AND 214A STANDARD INFORMATION Notification Documents Date and time of notification. Person reporting the incident/emergency. Person reporting the incident/emergency telephone number. Type of incident/emergency/release Type and quantity of material released. Flow rate. Response actions in progress and impending. Areas impacted or threatened. Weather conditions. Summary of personnel/agencies notified and time of notification. Extent of release, location and direction. Response Actions Services and equipment requested/supplied. Equipment and manpower. Response activities, techniques etc. Effectiveness of cleanup activities (daily). Communications with Non-Company Personnel USCG, EPA, DOT, state and local authorities, etc. Media and private sector. Federal on Scene Coordinator- record all orders and directions. Damages Property, human and wildlife. List of All Persons On-Scene Officials, personnel, contractors, other(s). Costs Incurred Contractors listing of resources, both equipment and manpower will be recorded daily. Charges

verified daily by designated representatives to avoid payment discrepancies.

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II-7 Demobilization

Demobilization is the release and return of personnel and resources that are no longer required to support an incident’s response and may occur during anytime during an incident or after the incident is over. Demobilization is an incident is a planned process and utilizes the ICS 221 Demobilization Check Out Form. The demobilization process ensures personnel and resources checking out of an incident have completed all appropriate incident activities and have turned in all generated incident documents. The process also provides the Planning Section information necessary for resource tracking. The IMT team should analyze resource and staffing needs as Initial Response moves into Operational Planning and each operational period and being demobilization process for personnel and equipment no longer needed. For large scale responses it is recommended personnel identified for demobilization complete an incident debriefing with their IMT supervisor or another appropriate person prior to departing the incident For Level 1 incidents, resources released to finish regular work periods or shifts. Demobilization planning will likely be verbal and informal. For Level 2 incidents or higher responses efforts may extend past regular work shifts and personnel may have traveled from outside the immediate area; In these instances, a formal Demobilization Plan is warranted.

ELEMENTS OF A DEMOBILIZATION PLAN General information about the demobilization process; Responsibilities for implanting the demobilization plan; General resource release priorities; Specific resource release procedure; and Any applicable directions (e.g., maps, phone numbers. A demobilization plan may also include rest period requirements for personnel travel and communication procedures for personnel to call in to report arrival at point of origin. Demobilized personnel resources are still considered assigned to a response until they have returned to their pre-response point of origin.

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II-8 Response Termination

Response operations will be terminated when, in the opinion of the Unified Command when: The release is secured; Further response efforts will cause more harm to the environment than remaining product; and Continued response efforts would be excessive in view of their insignificant contribution to minimizing a threat to life safety and the environment.

II-8.1 INCIDENT DEBRIEF/CRITIQUE Debriefing, or an incident critique, at the end of a response is a vital tool to identify actions, staffing, and policies that were effective and those requiring improvement. For smaller tiered responses the Incident Debriefing may occur in a group setting, often referred to as a “Hot Wash”. For large scale responses, it is recommended personnel identified for demobilization complete an incident debriefing with their IMT supervisor or another appropriate person prior to departing the incident.

DISCUSSION POINTS Did the IMT practice effective management skills, (e.g., leadership, followership, decision

making, situational awareness)? Where there any staffing shortfalls? Was the IMT able to handle the incident workload and

meet document deadlines of the Operational Period? Did the IMT work well together? Obtain information and feedback from each activated IMT Branch, Group, and/or Unit. Was any equipment damage and unsafe conditions requiring immediate attention or isolation

for further evaluation? Is more or new equipment needed? Where response procedures were effective and effectively followed? Where there any deviations from operating procedures or this response plan? Identify gaps or

areas of improvement in this plan or other applicable plans and policies. Is there any additional training needed? Assign information-gathering responsibilities for a After Action Report/Post-Incident Analysis

(PIA) and critique. Summarize the activities performed by the unit/group/individual, including topics for follow-up. Reinforce positive aspects of the response and unit/group/individual’s contribution. Information discussed at an Incident Debrief should be documented and become part of the incident documentation record; this information should also be considered when completing an Incident’s After- Action Report/ Post-Incident Analysis.

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II-8.2 POST INCIDENT ANALYSIS/AFTER ACTION REPORT Post incident analysis includes a step-by-step review of the incident to establish a clear picture of the events that took place during the incident as well as whether procedures were followed and effective. A post incident analysis is not the same as investigations conducted to establish the probable cause of the accident for administrative, civil, or criminal proceedings. Response data is collected from IMT work products, including logs and incident reports; incident debriefing documentation, and any other applicable source (i.e., hotwash and after-action reviews). Once all available data has been assembled and a rough draft of an After-Action Report is developed. The After-Action Report should be reviewed by key IMT personnel to verify the available facts are arranged properly and accurately documented. Once validated by the key IMT personnel the final draft of the After-Action Report should be distributed to appropriate management personnel to initiate for improvement to response capabilities.

II-9 Investigation of Failures

Procedures have been established for analyzing accidents and failures, including the selection of samples of the failed facility or equipment for laboratory examination, where appropriate, for the purpose of determining the cause(s) of the failure and minimizing the possibility of a reoccurrence. Company personnel will be directed by management to participate in a failure investigation following an emergency that occurs in their area. The process for failure is stipulated in SOP 5-2030, “Investigation of Failures”.

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III-1 Response Procedure Training

III-1.1 HAZARDOUS WASTE OPERATIONS AND EMERGENCY RESPONSE (HAZWOPER) TRAINING – U.S. ONLY Employees engaged in responding to a release or other emergency situation that may expose them to a hazardous substance will be trained in how to respond to such emergencies. U.S. Company personnel engaging in response activities will be trained to the applicable level of HAZWOPER training as identified in 29 CFR §1910.120(e), as appropriate. The required HAZWOPER training will include:  Safety, health, and other hazards present on the site;  Use of personal protective equipment;  Work practices by which the employee can minimize risks from hazards;  Safe use of engineering controls and equipment on the site;  Medical surveillance requirements, including recognitions of symptoms and signs which might indicate overexposure to hazards, and  The contents of Site Safety and Health Plans

III-1.2 INCIDENT MANAGEMENT TRAINING Personnel assigned to the IMT will receive training in ICS 100, 200, 300 and position specific courses, as appropriate or as their assignment requires.

III-1.3 EMERGENCY RESPONSE PLAN TRAINING All company personnel with a role in Incident Response will receive training in the policies and response procedures of this Emergency Response Plan. Including instances where:  Personnel are initially assigned to a position covered under this plan’  Personnel responsibilities under the plan change, and  When the plan is changed.

III-1.4 RESPONDER LIAISON AND PIPELINE AWARENESS TRAINING The Company will establish and maintain liaisons with emergency responders in close proximity to Company areas of operation and arm them with the information they need to effectively and safely respond to emergencies involving an Enbridge pipeline or facility. These items are described in detail in Enbridge’s Liaison Program

III-1.5 TRAINING RECORDS Regional Training Coordinators will retain Annual Training Summary records in the regional office permanently and in the Company’s Learning Management System (LMS).

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III-2 Exercise Procedures

III-2.1 EXERCISE FREQUENCY Drills and exercises are designed to test the thoroughness and effectiveness of this plan and provide practical experience for company personnel and members of the IMT in a learning environment. This mechanism increases the likelihood of a successful response by having a well exercised ERP and IMT. Drills are minor in nature and include only a portion of this plan. Exercises are designed to encompass the entire ERP. Examples of a drill/exercise can include;  Notification/Activation drill  Supplying the Incident Screening Committee with scenarios to determine the need for IST Activation  Reviewing sample forms in Appendix C to develop familiarity  Tabletop exercise (annual) combined with the IST refresher training Exercises can be either full scale or table top. Participation during exercises in this program ensures that company employees meet the basic knowledge and skills necessary to perform a safe and effective response. Drills and exercises may be substituted in the event of an incident requiring activation of this ERP. An exercise(s) of this ERP should be exercised once in a three-year period. However, exercises involving all parts of the plan do not have to be conducted at one time. The plan may be exercised in segments over a period of three years if each component of the plan is exercised at least once within the three- year period. Exercises involving ERPs of Areas located in Canada will comply with Canada E2 exercise requirements. When more than one listed substance is contained in an ERP, testing/exercising may focus on one substance one year, and the following substance the next year, etc. In addition, when a listed substance has more than one associated hazard (Flammable vapour, liquids release, etc.), testing/exercising may focus on one hazard one year, and the following hazard the next year. Refer to Annex 3 for a list of materials handled and access to Safety Data Sheets (SDS) for associated hazards. Drills and exercises of this ERP can also be coordinated with local response agencies to develop a joint exercise. A joint exercise, or one with agency participation, can develop a stronger professional relationship between company personnel and response agencies which can increase the efficiency of the actual response operations All exercises and actual release incident responses should be critiqued, as set forth in Section II-7 of this plan. If appropriate, the information derived from the post-exercise or post-incident analysis will be incorporated into this Core ERP and the applicable Area Annex and documented in the Record of Revisions located in Annex 5.

III-2.2 INCIDENT CREDIT Exercise credit may be taken when elements of the plan are conducted in conjunction with other required exercises. Credit should also be taken for an actual incident response.

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IV-1 Incident Report Form

Incident Report Form Reporting Party Responsible Party Last name: Last Name: First name: First name: Phone: Phone: Company: Company: Position: Position: Address: Address:

City: City: State/Zip: State/Zip: Were materials released? □ Yes □ Potential □ No Incident Source and Cause Source/Cause:

Date: Time: □ Occurred □ Discovered Type: □ Fixed Facility □ Highway □ Pipeline □ Unknown Cause: □ Equip. Failure □ Natural Phenomenon □ Operator Error □ Transport Accident □ Unknown

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Incident Location Incident Address/Location: Nearest city: State: County/Zip: Distance from city: Direction from city: Latitude: Longitude: Section: Mile Post: Container type: Capacity: Material Involved Chris Code/ ERG # Amount released: Rate of release: Material name:

Chris Code/ ERG # Amount released: Rate of release: Material name:

Response Actions Taken Actions taken:

Air corridor closed? □ Yes □ No Roads closed? □ Yes □ No Number of Injuries: Number of fatalities: Evacuations? □ Yes □ No Number evacuated: Damage? □ Yes □ No Estimated damage in dollars: Caller Notifications □ 911 (if necessary) □ Police □ Fire □ NRC □ State/Providence Agency □ Federal □ Other

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IV-2 Regulatory Reporting Forms

Pipeline operators have regulatory reporting requirements under 49 CFR §191 of PHMSA’s pipeline safety regulations.  Within one hour of a release of hazardous materials meeting reporting threshold operators must call the National Response Center (NRC), see Annex 2 for contact information.  Within 48-hours operators must submit an update to the NRC; and  Within 30-days operators must submit a report on the relevant PHMSA form. Operators must submit the reports via the PHMSA portal. The PHMSA portal can be accessed at: https://portal.phmsa.dot.gov/ .

IV-2.1 U.S. REGULATORY REPORTING IV-2.1.1 PHMSA F 7100.1 Incident Report – Gas Distribution Pipeline Systems Instructions Instructions for completing the PHMSA F 7100.1 Gas Distribution Incident Report can be found on the PHMSA website at: https://www.phmsa.dot.gov/forms/gas-distribution-incident-report-instructions-f- 7100-1. IV-2.1.2 PHMSA F 7100.2 Incident Report Gas Transmission, Gathering, and UNGS Incident Report Instructions Instructions for completing the PHMSA F 7100.2 Gas Transmission, Gathering, and UNGS Incident Report can be found on the PHMSA website at: https://www.phmsa.dot.gov/forms/gas-transmission- gathering-and-ungs-incident-report-instructions-f-71002-1 .

IV-2.2 CANADA REGULATORY REPORTING For regulatory reporting in Canada, refer to Canada Gas Transmission Midstream Incident Reporting.

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Enbridge Gas Transmission Emergency Response Plan

IV-3 Initial Response ICS Forms

The following forms comprise the ICS 201 Initial Incident Brief packet and other applicable ICS forms for the initial response phase of an incident

ICS 201 Packet Components  ICS 201-1 Incident Briefing Map/Sketch  ICS 201-2 Summary of Current Actions  ICS 201-3 Current Organization  ICS 201-4 Resource Summary  ICS 201-5 Site Safety and Control Analysis To assist the preparer of the ICS forms, each form includes information on its purpose, preparation, and distribution.

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Enbridge Gas Transmission Emergency Response Plan

IV-3.1 ICS 201: INITIAL INCIDENT BRIEF PACKET

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Enbridge Gas Transmission Emergency Response Plan

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Enbridge Gas Transmission Emergency Response Plan

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Enbridge Gas Transmission Emergency Response Plan

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Enbridge Gas Transmission Emergency Response Plan

IV-3.2 ICS 214A: INDIVIDUAL LOG

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Enbridge Gas Transmission Emergency Response Plan

Insert appropriate Area Emergency Response Plan Annexes here.

Insert applicable Area Contact List here.

Insert applicable Area Maps and/or Diagrams here.

Insert applicable Shutdown Procedures.

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Alberta Mainline Area

Emergency Response Plan Annexes 3/2021

Plan — Company: Enbridge Gas Transmission and Midstream

Owned by: Emergency Management Controlled Location: GTM Governance Documents Library Published Location: GTM Governance Documents Library

Printed Hard Copy For Reference Only Please Refer To:

For Up to Date Version Alberta Mainline Area

Table of Contents

1-1 Response Resources ...... 1

1-1.1 Response Equipment Inventory and Location ...... 1

1-1.2 Minimum Emergency Equipment in Standby Vehicles ...... 2

1-1.3 Pre-Identified EOC Locations ...... 2

2-1 Area Management ...... 4

2-1.1 Area management ...... 4

2-2 Area Facilities ...... 5

2-2.1 Alberta Mainline Area Office ...... 5

2-2.2 Windfall Compressor Station 3A ...... 5

2-2.3 Carson Creek Compressor Station AB47 - Deactivated ...... 5

2-2.4 Whitecourt Compressor Station AB48 ...... 5

2-2.5 Morinville Compressor Station 5A ...... 6

2-2.6 Irma Compressor Station 7A ...... 6

2-3 Gas Control ...... 6

2-4 Field Emergency Response Team ...... 7

2-5 Incident Management Team ...... 8

2-6 E3RT and Internal Contacts ...... 10

2-6.1 Crisis Management ...... 10

2-6.2 Incident Support Team ...... 10

2-6.3 Public Affairs and Communication ...... 11

2-6.4 Regional Contacts ...... 14

2.6.5 Enterprise Security ...... 16

2-7 Regulatory Notifications ...... 17

2-7.1 Local AUthorities ...... 18

2-8 Government Contacts ...... 18

2-8.1 Federal Agency Contact Lists ...... 18

2-8.2 Provincial / Territorial and Local Agency Contacts ...... 19

2-8.3 First Nation Reserve or Traditional Territory ...... 22

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2-9 Industrial Contacts ...... 23

2-10 Support and Service Providers ...... 23

2-10.1 Mutual Aid Partners ...... 23

2-10.2 Response Contractors ...... 23

2-10.3 Local Support and Service Providers ...... 24

3.1 Asset Information ...... 25

3-1.1 Area Operations Information ...... 25

3-1.2 Area Facilities ...... 26

3-1.2.1 Area Compressor and Pump Stations ...... 26

3-1.3 Critical Valves ...... 27

3-1.3.1 Critical Valves ...... 27

3.2 Facility Maps and Diagrams ...... 32

3.2.1 Area Overview Map ...... 32

3-2.2 Pipeline Diagrams ...... 35

3-2.3 Facility Diagram ...... 66

3-3 Hazard Evaluation and Identification ...... 66

3-3.1 Emergency Planning Zone ...... 66

3-4 Worst Case Release and High Consequence Areas (HCA) ...... 66

3-5 Highly Volatile Liquids (HVLs) ...... 67

3-5.1 Potential Hazards and Consequences ...... 67

3-6 NRGreen Facility System ...... 69

3-6.1 Hazard Identification ...... 69

3-6.2 NRGreen Facility Drawing ...... 70

3-6.3 nrgreen Pentane EPZ Map ...... 70

3-6.4 SDS’s ...... 70

4.1 Canada Energy Regulator (CER)/ CSA Z662 ...... 71

5-1 Distribution List ...... 74

5-2 Record of Revisions ...... 75

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1-1 Response Resources

1-1.1 RESPONSE EQUIPMENT INVENTORY AND LOCATION

Response Equipment Quantity Asset Location Gas Detector Whitecourt Office and Windfall Station Pressure Gauges Whitecourt Office and Windfall Station Line Locator tools Whitecourt Office and Windfall Station

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1-1.2 MINIMUM EMERGENCY EQUIPMENT IN STANDBY VEHICLES Minimum Emergency Equipment in Standby Vehicles Quantity Type 1 PPE (Hard hat, safety glasses, FRC, gloves, reflective vests and steel toe boots) 1 Proper Ear, Hearing Protection for the task (i.e., venting) 1 Company ID 1 Quick Guides/ICS Forms, notepad, and pens/pencils 1 Alliance “A” Key 1 First Aid Kit 1 Fire Extinguisher 1 Caution Tape 1 Vehicle Triangles, warning lights, and/or road flares 1 Vehicle flashing amber light 1 Flashlight 1 Misc. hand tools (capable of removing bleed plugs) 1 Binoculars

1-1.3 PRE-IDENTIFIED EOC LOCATIONS In the event of a Level 2 or 3 emergency, or where an event requires significant management support, this activity will take place in the Emergency Operations Center (EOC). The EOC is the facility at which head office emergency response is coordinated by the Emergency Manager/EOC Director. A basic EOC consists of a conference/boardroom area. In addition to the boardroom table, the room will include separate tables/workstations with direct phone lines to accommodate the Regional Incident Management Team (RIMT). Break out rooms are available on the fourth (4th) floor where work parties can meet or responders can work without disturbing or being disturbed by the other members of the RIMT (e.g., Liaison Coordinator contacting government agencies).

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2-1 Area Management

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2-2 Area Facilities

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2-3 Gas Control

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2-4 Field Emergency Response Team

All area personnel are assigned to the Field Emergency Response Team.

Refer to Enbridge Emergency Response Application for updated personnel contact list.

All emergency on-call members must be prepared, available, and able to fulfil the responsibilities of their roles should an emergency occur. All positions may be remotely located (in relationship to the EOC) provided that they are able to adequately and effectively fulfill their roles and responsibilities.

If unable to fulfill their scheduled on-call role, all positions must make alternate coverage arrangements.

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2-5 Incident Management Team

The Incident Management Team (IMT) is activated through MIR3 notifications. Complete IMT rosters can be accessed here:

Barring unforeseen circumstances, the Regional Incident Management Team (RIMT) will begin to assemble in the Emergency Operations Center (EOC) and/or dial into the emergency hotline conference bridge as soon as practical but no later than 1 hour after the initial notification from the Emergency Manager.

See Annex 1-3 for EOC and alternate EOC locations.

A conference phone line (bridge) will be set up to facilitate on-going communications with first on scene (local) Emergency Officials. Gas control and the Liaison Coordinator will provide technical expertise and updates to the Incident Commander.

Alliance Pipeline Conference Line information can be found in in the Incident Support Team table on the following page.

There is a considerable distance between the majority of Alliance assets. As the most probable emergencies will be relatively short in duration (lasting less than 12 hours), it is unlikely that Regional Incident Management Team members would mobilize to the actual incident scene until after the scene is made safe. As a result, it is essential that Alliance RIMT establish an on- scene incident management capability. This capability will be carried out by local Alliance personnel, working in conjunction with local responding agencies. These individuals comprise the Incident Management Team.

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For larger emergencies (Level 2 and 3), and where there the response will require significant support, the off-site Emergency Manager and the RIMT will be notified and required to support the on-site Incident Management Team operations.

Due to the limited capacity of the local personnel to provide high-level incident management support in the field (e.g., mapping and Incident Action Planning), these activities will be conducted at the Emergency Operations Center to ensure effective and timely communications: • From the field to the Emergency Operations Center (incident intelligence) • From the Emergency Operations Center to the field (Incident Action Plans)

To activate MIR 3 notification, contact a member of the Emergency Response and Security group

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2-6 E3RT and Internal Contacts

2-6.1 CRISIS MANAGEMENT

Refer to EPS SharePoint for full CMT Membership.

2-6.2 INCIDENT SUPPORT TEAM To Activate the IST, contact the Incident Support Team Coordinator.

Refer to Emergency Management and Security SharePoint for full IST Membership.

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2-6.3 PUBLIC AFFAIRS AND COMMUNICATION This section applies to response personnel communicating with the public, stakeholders or the media regarding an incident or potential incident. During an incident or other emergency, communications with affected landowners, nearby residents, community officials, legislators, employees and the media are vital in controlling hazards to life safety and the perceptions of risk, protecting the Company’s reputation and gaining constructive involvement in the response. The objective is to establish Enbridge as an early, credible source of information, reduce speculation and inaccuracies in reporting, and to ensure consistent messaging and information flow regardless of medium or audience. As outlined in the Company’s Crisis Communications and Response Plan (CCRP), all public statements must be approved by the Public Information Officer (PIO), the Incident Commander (IC), the Legal Officer, and the Senior Communications Officer. The CCRP is maintained by Enbridge's Public Affairs and Communications (PAC) team. To alert PAC of any incident or potential incident that may attract attention from the public or the media, call or email the On-Call PIO.

This line is continuously monitored by PAC's on-call PIO, who is available and prepared to activate the Crisis Communications and Response Team (CCRT) in the event of an incident. The area manager, or designee, should notify the on-call PIO of any incident or potential incident that may attract attention from the public or the media. The on-call PIO will, in consultation with the IC, make a determination on whether personnel from the CCRT should be mobilized to provide on-site support for significant incidents involving injury, public safety threats, media coverage or political intervention, or provide support remotely. The Crisis Communications and Response Team (CCRT) is responsible for the development and execution of the communications response to an incident, and is led by the PIO. The CCRT is aligned with the Incident Command System to provide communications support to Enbridge’s emergency response teams.

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PUBLIC AFFAIRS HOTLINE

Tt1e Enbndge on-call PL1bl1c Intorn 1ation Off 1cer {PIO) wilt call you back Note· Thts IS NOT the media /Jn e Please see reverse side

Things you can always say following an incident: • Our n1a1n focus 1s the safety of people and the protection of tl1e environment

• We ve activated our en1ergency response plan and we are working with first responders

• We will share information so that people are informed

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INTERACTING WITH THE MEDIA

Follow these steps:

• Communicate with the reporter in a calm , professional and polite manner

• Show concern for their safety by making sur they tay in a safe location

• Get their name affiliation and contact information (phone. email)

• Refer them to the media lin - a media representativ will respond

• As soon as feasible, call the Public Affairs Hotline and relay the information

MEDIA LINE: 1.888.992.0997

~NBRIDGE

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2-6.4 REGIONAL CONTACTS

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2.6.5 ENTERPRISE SECURITY WHEN TO ALERT: Enterprise Security actively monitors threat information from multiple sources. Enterprise Security must be informed any time that a security incident or potential incident poses a serious threat to the lives or safety of Enbridge staff. Enterprise Security will screen the threat against other sources to determine if a geographic notification is appropriate

HOW TO NOTIFY: Notify Enterprise Security 24/7 by calling the following number to be connected with the Enterprise Security on-call representative.

ACTIONS TAKEN: When appropriate based on the results of the screening process, Enterprise Security will initiate a geographic based notification using the Enbridge Alert System.

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2-7 Regulatory Notifications

Refer to the Canada GTM Incident Reporting Guide (located on the Governance Document Library) for all incident reporting criteria for internal company departments and external federal and provincial agencies. This guide also outlines the immediate written and verbal notification requirements for Enbridge staff when responding to an incident and any follow-up reporting requirements as a result of the initial notification.

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Local Authority Contacts

County Primary Spill Phone Reporting

MD Greenville 866-524-7608 780-524-7600 Woodlands 780-778-8400 888-870-6315 Yellowhead 780-723-4800 780-723-3137 1-866-880- Lac Ste. Anne 780-785-3411 5722- Barrhead 780-674-3331 Sturgeon 780-939-4321 780-498-9847 Strathcona 780-464-8111 Fort Saskatchewan 780-992-6200 Lamont 780-895-2233 877-895-2233 Minburn No. 27 780-632-2082 Beaver 780-663-3730 Wainwright No. 61 780-842-4454 Provost No. 52 780-753-2434

2-8 Government Contacts

In most emergency situations officials will be involved. It is important to maintain communications. An additional method of communicating when concerned parties (APL, EOs, and regulators) are located remotely will be by phone. The Liaison Officer/Coordinator may initiate a dedicated line for this purpose.

2-8.1 FEDERAL AGENCY CONTACT LISTS I Federal Agency Contacts Agency Primary Alternate Transportation Safety Board of Canada - Occurrence 819-997-7887 Coordinator Canada Energy Regulator - Incident Line 403-807-9473 403-292-4800 Canada Energy Regulator - Non-Emergency 403-292-4800 800-899-1265 Canada Energy Regulator - Toll-free non-emergency 1-800-899-1265 Canada Energy Regulator - Non-emergency fax NAV Canada - Flight Service Station 866-541-41 06 o tion 5 Environmental and Climate Change Canada 900-565-5555 800-565-1633 CANUTEC information 613-992-4624 CANUTEC Emergency 888-226-8832 888-CANUTEC

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2-8.2 PROVINCIAL / TERRITORIAL AND LOCAL AGENCY CONTACTS Provincial / Territorial and Local Agency Contacts Agency Primary Area (780) 427-7178 Alberta Transportation Safety Board 310-0000 (Toll Free) (ext. 6) Ambulance Administration Whitecourt 780-778-4257 Alberta Municipal Affairs, Fire Commissioners Office 780-427-8392 BC Air Ambulance (calls from AB and BC only) 800-561-8011 BC Wildfire 800-663-5555 BC Ground Ambulance (calls from inside BC only) 800-461-9911 BC Ground Ambulance (calls from outside BC) 250-374-4411 Ambulance Administration Whitecourt 780-778-4257 Andrew Volunteer Fire Department 780-365-3583 Anselmo Fire Department 780-786-0004 Barrhead RCMP 780-674-4848 Barrhead Regional Fire Services 780-674-2087 Beaver County Fire Department 780-663-3730 Beaver Emergency Services Commission 780-336-3041 Beaver Lodge RCMP 780-354-2955 Blue Ridge Fire Department 780-779-6415 Bruce Fire Department 780-688-3738 Bruderheim Volunteer Fire Department 780-796-3966 Capital Regional Emergency Preparedness 780-937-4682 Partnership CREPP) Central Peace Regional Emergency Management 780-864-3760 Agency Chauvin Fire Department 780-858-3756 Cherhill Fire Department 780-271-4147 Chipman Volunteer Fire Department 780-919-4952 City of Edmonton - Fire Rescue Services 780-442-5291 City of Edmonton - Police Services 780-421-3333 County of Grande Prairie Fire Services 780-532-9722 County of Grande Prairie Regional Fire Service 780-567-5591 County of Minburn No. 27 780-632-2082 Czar Fire Department 780-806-9089 Debolt Volunteer Fire Department 780-512-1558 Edgerton Fire Department 780-755-3933 Edson Fire Deparment (780) 723-3178 Edson RCMP 780-723-8822 Elk Island National Park 780-690-3377 Evansburg RCMP 780-727-3654 Fort Assiniboine Fire Department 780-584-3922 Fort Saskatchewan Emergency Management 403-992-6200

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Provincial / Territorial and Local Agency Contacts Agency Primary Area Fort Saskatchewan Fire Department (80) 922-6268 Fort Saskatchewan Fort Saskatchewan RCMP RCMP Fox Creek Fire Department 780-622-3896 Fox Creek RCMP 780-622-3580 Gibbons Fire Department 780-923-2775 Goose Lake Fire Department - AB 780-584-2654 Grande Prairie RCMP 780-830-5701 Grande Prairie, AB - Fire Department 780-538-0393 Grovedale Volunteer Fire Department 780-538-1224 Happy Valley Fire Department 780-864-1950 Hinton RCMP 780-865-2455 Holden Fire Department 780-666-3373 Hughenden Volunteer Fire Department 780-856-2022 Hythe Fire Department 780-356-3994 Irma Fire Department 780-754-3665 Kinsella Fire Department 780-336-5518 La Glace Fire Department 780-568-2742 Lac Ste. Anne County 780-785-3411 Lac Ste. Anne Fire Services 780-785-3411 Lamont County 780-895-2233 Lamont Fire Department - AB 780-895-7310 MD of Provost No. 52 780-753-2434 Mannville Fire Department 780-763-2121 Mayerthorpe Fire Department 780-786-4529 Mayerthorpe RCMP 780-786-2291 Mayerthorpe Emergency Services 780-786-4529 Morinville Community Police 780-939-4550 Morinville Fire Department 780-939-4162 Morinville Protective Services Head Quarters 780-939-8400 Morinville RCMP 780-939-4550 Mundare Volunteer Fire Department 780-764-3929 Municipal District of Provost 780-753-2434 Municipal District of Spirit River 780-864-3500 Office of Emergency Management, AB 780-496-1656 Onoway Fire Department 855-710-3473 Provost Fire Department 780-753-2018 Provost RCMP 780-753-2215 Rich Valley Fire Department 780-913-6741 Ryley Fire Department (780) 663-3606 Saddle Hills Fire Department 780-864-3760 Sangudo Fire Department 780-785-2258

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Provincial / Territorial and Local Agency Contacts Agency Primary Area Savanna Fire Department 780-864-1952 Sexsmith Fire Department 780-568-3381 Sherwood Park RCMP 780-449-0141 Sherwood RCMP 780-467-7749 Spirit River RCMP 780-864-3533 Spirit River, AB - Fire Department 780-864-3500 Stony Plain RCMP 780-968-7200 Strathcona County Emergency Services 780-410-8549 Strathcona County Fire Department 780-467-5216 Strathcona RCMP 780-467-7749 Sturgeon County Fire Department 780-939-5633 Summer Village of Nakamun Park 780-587-7537 Summer Village of Sandy Beach 780-967-2873 Summer Village of Sunrise Beach 780-587-7537 Teepee Creek Fire Department 780-538-0393 Valleyview RCMP 780-524-3345 Valleyview Volunteer Fire Department 780-524-5150 Vegreville Fire Department 780-632-2254 Vegreville RCMP 780-632-2223 Vermillion RCMP 780-853-4441 Viking RCMP 780-336-3441 Wainwright Fire and Rescue Department (780) 842-3381 Wainwright Protective Services 780-842-9111 Wainwright RCMP 780-842-4463 Wembley Fire Department 780-766-3170 Whitecourt Fire Department 780-778-2342 Whitecourt RCMP 780-779-5900 Woking Fire Department 780-864-3760 Woodlands County 780-778-8400 Yellowhead County Fire Department 780-723-4800

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2-8.3 FIRST NATION RESERVE OR TRADITIONAL TERRITORY Community & Indigenous Engagement (CIE) has established relationships with Indigenous Nations, governments, and/or groups and should be the point of contact for Alliance. Consult the local CIE team member before contacting the First Nation community.

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2-9 Industrial Contacts

2-10 Support and Service Providers

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3.1 Asset Information

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3-1.3 CRITICAL VALVES

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3.2 Facility Maps and Diagrams

3.2.1 AREA OVERVIEW MAP

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3-2.2 PIPELINE DIAGRAMS

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3-2.3 FACILITY DIAGRAM Facilities Diagrams, including muster locations, evacuation routes, and location of safety equipment can be found in the applicable SPCC Plan and/or station EAP placards.

3-3 Hazard Evaluation and Identification

Safety Data Sheets for products handled can be accessed on the Enbridge SDS database at:

Materials Handled Benzene Butane Ethane Methanol Natural Gas NORMS Pentane Propane

3-3.1 EMERGENCY PLANNING ZONE The Emergency Planning Zone (EPZ) is a priority area surrounding the facility or pipeline where immediate response actions are required in the event of an emergency.

For sweet gas pipelines, the principle off-site public safety hazard is thermal radiation resulting from ignition of a gas release. Other hazards, such as a vapour cloud explosion and damage from projectiles, pose a lesser public safety hazard.

The EPZ is the boundary outside of which an individual is not expected to be exposed to instantaneous thermal radiation higher than 5Kw/m². It is measured perpendicular to the centerline of the pipeline.

3-4 Worst Case Release and High Consequence Areas (HCA)

The worst-case release for the Area would be an unintended release of Natural Gas in a populated Area. The High Consequence Areas and environmentally sensitivity information identified by the Company are available from our Environmental Department to ensure vulnerable areas and the environment are

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considered when the field team develops an action plan. If an incident occurs in, or near an HCS, an environmentally sensitive area or has the potential to cause adverse environmental effects, the Incident Commander will contact the Planning Section Coordinator. Locations of HCA and Environmentally Sensitives areas can be accessed using eMap:

3-5 Highly Volatile Liquids (HVLs)

This section is applicable to LAT-33 Fort Saskatchewan, AB52-INTER Elk Island, AB53- INTER Fort Saskatchewan, AB55-INTER Scotford-DOW, and AB55-INTER Scotford-Shell.

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3-6 NRGreen Facility System

3-6.1 HAZARD IDENTIFICATION

This section is applicable to Windfall Compressor Station. The primary hazards associated with the NRGreen facility involve the storage and use of pentane. Pentane is used in the NRGreen facility system as the working fluid for recovery of waste heat from the gas turbine exhaust from the compressors (basic system overview is depicted below). The pentane will be circulated in a closed thermodynamic system maintained at elevated pressure.

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3-6.2 NRGreen FACILITY DRAWING See 3-2 for facility drawings/plot plans

3-6.3 NRGreen PENTANE EPZ MAP See 3-2 for facility Pentane EPZ map(s).

3-6.4 SDS’S See 3-3 for access to SDSs.

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4.1 Canada Energy Regulator (CER)/ CSA Z662

CANADA ENERGY REGULATOR ONSHORE PIPELINE REGULATIONS (OPR) AND CSAZ662 THIS REGULATORY CHECKLIST FOLLOWS THE CHECKLIST ITEM FORMATTING ON THE CER EMERGENCY PROCEDURES MANUAL ASSESSMENT FORM, REVISED 2016-06-20 § 192.615 Brief Description Location 1.0 Document Control and Design -- 1.1 Are procedures in place to: -- Approve I-2.3, Annex Review I-3 Identify changes I-3 Identify revisions I-3 Control access Annex Provide on-going oversight I-3 Identify who is responsible for the EPM/ICP I-3 Were response organizations and other agencies consulted in the 1.2 Annex II-5 development of the EPM/ICP 2.0 Definition and Levels of Emergency -- Does the EPM include a definition and criteria for the 2.1 determination of an emergency and triggers for various levels of II-2.1 response to emergency situations? 3.0 Initial Actions and Response -- Does the EPM describe how emergencies are reported to the 3.1 II-1, II-2.4 company? Does the EPM describe how the appropriate company personnel II-2.4, II-2.5, II- 3.2 and first responders will be notified? 2.6, II-3 Does the EPM describe how confirmation of an incident or release 3.3 II-2.4, II-2.5 will occur? Does the EPM describe the initial steps required to be taken for II-2.4, II-2.5, II- 3.4 the identified emergency? 2.6, II-2.7 4.0 Organizations structure and Emergency Response Procedures -- Does the EPM include an incident management system (e.g., true 4.1 Incident Command System) to direct, control, and coordinate II-4 operations during and after an emergency? Does the EPM include site-specific response information? Annex 1, Annex 4.2 (Including high risk/high consequence areas)? 2, Annex 3 Does the EPM include spill control procedures and locations of II-2.7.1, Annex 4.3 spill control points? 1-2, 1-3, 1-5 Does the EPM contain, or make reference to, shutdown 4.4 II-2.7 procedures? Does the EPM identify procedures for down-grading emergency 4.5 II-2.1.1, II-7 response levels?

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CANADA ENERGY REGULATOR ONSHORE PIPELINE REGULATIONS (OPR) AND CSAZ662 THIS REGULATORY CHECKLIST FOLLOWS THE CHECKLIST ITEM FORMATTING ON THE CER EMERGENCY PROCEDURES MANUAL ASSESSMENT FORM, REVISED 2016-06-20 § 192.615 Brief Description Location Are public safety measures included or referenced in the EPM? 4.6 (Notification, sheltering criteria, and instruction, ignition, II-2.7.6 evacuation, communications, and other measures)? 5.0 Roles and Responsibilities -- Does the EPM have defined roles and responsibilities of the 5.1 II-2.4, II-2.5 internal positions involved in an emergency response? Does the company have defined roles and responsibilities of 5.2 II-4.1 agencies in an emergency response? Where a company relies on support from other organizations, (e.g., contracted response organizations); (for personnel or 5.3 Annex 1-7 equipment) do mutual aid or other agreements exist? Are there copies of, or references to these agreements in the EPM? Does the EPM include or make reference to the source location of 5.4 response and contingency plans and other critical response I-4 information that may be utilized during and emergency? 6.0 Product Information -- 6.1 Does the EPM include product information Annex 3 7.0 Hazards and Site Safety -- Does he EPM address hazards identified in the company hazards 7.1 Annex 3 inventory? Does the company have documented risk evaluation processes 7.2 Annex 3 available to the EM program? Does the EPM have, or make reference the controls in place to 7.3 II-1.1 prevent, manage, and mitigate the identified hazards and risks? Are the procedures in place for site control and security during an 7.4 II-5 incident? Annex 1-5, 7.5 Are area maps included in the EPM? Annex 4 8.0 Communication -- Does the EPM include how the company will manage the internal II-2, II-3, II-4, 8.1 and external communication and flow of information? Annex Does the EPM include how the company will manage 8.2 II-3, II-4 communication with first responders and other agencies on site? 8.3 Does this EPM include a public relations or media plan? II-2.5.5 Are the actions taken and communications equipment available, 8.4 Annex 2 sufficient to cover the operating area? 9.0 Emergency Response Equipment -- Is there a list of emergency response equipment? (Including 9.1 Annex 1 contact lists for suppliers and service providers) Are all applicable personnel trained in the appropriate use of the 9.2 equipment listed in questions 9.1? (Provide training records for the III-1 last 18 months). 10.0 Internal and External Notification and Reporting --

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CANADA ENERGY REGULATOR ONSHORE PIPELINE REGULATIONS (OPR) AND CSAZ662 THIS REGULATORY CHECKLIST FOLLOWS THE CHECKLIST ITEM FORMATTING ON THE CER EMERGENCY PROCEDURES MANUAL ASSESSMENT FORM, REVISED 2016-06-20 § 192.615 Brief Description Location Does the EPM include current, verified, internal and external notification lists, including company employees, first responders, 10.1 II-3, Annex 2 response organizations, contractors, mutual aid partners, Indigenous Peoples, and government officials? Are there confirmed methods for contacting persons and 10.2 Annex 2 businesses in the Emergency Planning Zone (EPZ)? Are procedures in place for reporting incidents to the appropriate 10.3 II-3, Annex 2 regulatory bodies? 11.0 Documentation -- Does the EPM include procedures for record keeping during and following and emergency, including minimum record keeping 11.1 II-4, II-5 requirements, a forms index and information that must be retained? 12.0 Continuing Education and Training -- Are training procedures, specific to emergency response 12.1 III-1 referenced in the EPM? Are continuing education procedures included or referenced in the 12.2 III-1.4 EPM? Have all applicable individuals, agencies, contractors, etc. been 12.3 provided training appropriate to their role regarding proper use of III-1.3 the EPM? (Including orientation and refresher requirements.)

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5-1 Distribution List

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5-2 Record of Revisions

Revision Sections Reason for Revision Date

2/1/2020 All New plan implemented Updated ERG information in Section I, Updated org charts and information on IAP Software™ In Section II, 3/1/2020 II, II, Annex 3 updated Facility Diagrams in Annex 3. CLARIFICATION ON COMPANY POLICY. NEW CER SUBMISSION 1/31/2021 Annex 2 Phone number verification and updated contacts

2/26/2021 All Completed Annual review initiated in Dec 2020

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