Enbridge: Looking Toward the Future
(7 pages of text)
In 2009, Enbridge announced the Neutral Footprint program to enhance its social licence to operate, increase its corporate responsibility, and in turn improve its corporate reputation through good performance. The program also gave Enbridge an opportunity to provide information about its financial and non-financial performance. By the end of 2012, Enbridge had suffered from unfavourable publicity due to oil spills. It also encountered a great deal of opposition against its proposed Northern Gateway pipeline project. The company’s situation was further complicated by the retirement of its chief executive officer who had started the Neutral Footprint program. Enbridge’s new chief executive officer and president needed to be convinced of the benefits of the Neutral Footprint program, most of which were difficult to quantify. Would the project be cancelled, continue as is it was, or become even more engrained in Enbridge’s culture?
This case is ideal for senior undergraduate or graduate students in strategic planning courses or courses that involve energy development, corporate sustainability initiatives, and sustainability reporting. After completion of the case, students should be able to:
- Understand the link that exists between business strategy and the needs of broader society.
- Grasp the implication of a change in leadership on prior commitments that have not been institutionalized in the corporate culture.
- Engage in the application of an enterprise risk management model.
- Develop an understanding of how a chief executive officer's side project can become institutionalized within an organization.
- Set up criteria to evaluate the success of a strategy and its implementation.
Canada;United States, Large, 2012
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