ENVIRONMENTAL, 
SOCIAL & 
GOVERNANCE 
REPORT
2022

TABLE OF CONTENTS
OVERVIEW  	
	 3
Message from our Board Chair  	
	 4
Message from our President and  	
	 5 
Chief Executive Officer
Looking Back: 2022 Highlights  	
	 6
Our ESG Scorecard  	
	 7
About Trans Mountain  	
	 8
APPROACH  	
	 9
Our Approach to ESG  	
	10
Sustainable Development Goals  	
	11
About this Report  	
	12
ENVIRONMENT  	
	13
Asset Integrity  	
	14
Emergency Preparedness and Response  	
	17
Biodiversity, Land and Water Stewardship  	
	18
Protecting Traditional Use and Heritage  	
	22 
Resources of Indigenous Peoples
Greenhouse Gas Emissions  	
	24
Air Quality  	
	26
Responsibility in Marine Terminal Operations  	
	27
SOCIAL  	
	33
Employee and Contractor Safety  	
	34
Inclusion and Diversity  	
	37
Relationships with Indigenous Communities  	
	40
Relationships with Landowners  	
	44
Relationships with Communities  	
	45
Economic Contribution to Canada  	
	46
GOVERNANCE  	
	47
Corporate Governance  	
	48
Governance for Environmental and  	
	49 
Social Matters
Cyber Security  	
	50
Ethics  	
	51
Responsible Procurement  	
	52
TASK FORCE ON CLIMATE-RELATED  	
	53 
FINANCIAL DISCLOSURES
Advancing Climate Disclosures  	
	54
I. Governance  	
	55
II. Risk Management  	
	56
III. Strategy  	
	57
IV. Metrics and Targets  	
	66
APPENDICES  	
	67
Other ESG-related Questions  	
	68
Performance Table  	
	69
SASB Index  	
	72
Forward-looking Statements  	
	73
TRANS MOUNTAIN 2022 ESG REPORT
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TCFD
GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES

Trans Mountain operates 
Canada’s only pipeline 
system transporting oil 
products to the West  
Coast of Canada.  
 
  
NEAR EDMONTON, AB
The Trans Mountain Pipeline 
starts at our Edmonton 
Terminal in Strathcona County 
near Edmonton (pictured).
OVERVIEW
TRANS MOUNTAIN 2022 ESG REPORT
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TCFD
GOVERNANCE
SOCIAL
ENVIRONMENT
APPENDICES
APPROACH
OVERVIEW 
ABOUT TRANS MOUNTAIN
OUR ESG SCORECARD
LOOKING BACK: 2022 HIGHLIGHTS
MESSAGE FROM OUR CEO
MESSAGE FROM OUR BOARD CHAIR

MESSAGE FROM OUR BOARD CHAIR
On behalf of Trans Mountain, I am proud  
to share our third Environmental, Social 
and Governance (ESG) Report. I encourage 
you to read the pages ahead to learn more 
about Trans Mountain’s practices and 
the progress we are making on our ESG 
commitments. As a Board, we continue 
to take an active role in overseeing the 
management of the company’s ESG  
risks and opportunities.
In August 2022, the Board appointed Dawn Farrell to 
the position of President and Chief Executive Officer 
and member of the Board of Directors. We were 
confident that her broad-based knowledge, experience, 
and her background with governments and Indigenous 
communities would be a tremendous asset to 
Trans Mountain as it completed the Expansion Project 
and navigated the next stages of the company’s future. 
This has proven to be true.
Each day, we are closer to completion of our  
Expansion Project and to realizing the benefits that  
the expanded pipeline and marine terminal will bring 
to the Canadian economy. After construction is 
completed, we expect approximately 700 new jobs 
will be created to support continuing operations, 
representing an increase of ~75 per cent of our 
workforce. More importantly, unlocking access to 
global markets will enable Canadian energy producers 
to achieve world prices for oil exported to the 
United States and Asia, forecasted to remain robust 
for decades to come. This will ultimately mean greater 
prosperity for all Canadians with higher tax revenues 
helping to fund essential programs and services.
Trans Mountain continues to steward best practices 
with respect to ESG issues. When it comes to building 
major infrastructure projects, Canada has among 
the world’s highest standards for the protection of 
people, preservation of the environment, as well 
as consultation and engagement with Indigenous 
communities. These standards have been embedded 
into the Expansion Project design and construction 
methodologies and will continue to guide how the 
company operates when the expansion is complete.
The Trans Mountain Expansion Project has an 
important role to play in economic reconciliation 
with Indigenous communities. Trans Mountain’s 
relationships with Indigenous communities are 
based on trust and respect. We continue to identify 
opportunities to create significant economic and 
employment opportunities for Indigenous, local,  
and regional workers across the pipeline corridor, 
during the expansion phase and into the future.
On behalf of the Board of Directors, I would like to 
offer my thanks to all Trans Mountain employees and 
contractors for their hard work and commitment.  
Your contributions are making it possible to continue to 
transport oil safely and responsibly to the West Coast, 
and your efforts have been essential to reaching 
important Expansion Project milestones. We have 
confidence that together we will continue to meet  
the ambitious objectives we set together.
William Downe 
Chair, Board of Directors
TRANS MOUNTAIN 2022 ESG REPORT
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GOVERNANCE
SOCIAL
ENVIRONMENT
APPENDICES
ABOUT TRANS MOUNTAIN
OUR ESG SCORECARD
LOOKING BACK: 2022 HIGHLIGHTS
MESSAGE FROM OUR CEO
OVERVIEW 
APPROACH
MESSAGE FROM OUR BOARD CHAIR

MESSAGE FROM OUR PRESIDENT  
AND CHIEF EXECUTIVE OFFICER
As we near the completion of the 
Trans Mountain Expansion Project,  
I find myself reflecting on the legacy  
that the Project will leave for Canada.  
The environmental, social and governance 
practices employed during planning 
and construction are among the highest 
standards of practice in the world.  
Trans Mountain has truly set a standard 
that positions Canada as one of the most 
sustainable countries in which to develop 
energy projects globally. 
The Expansion Project has been in planning and 
construction for the past 12 years; and, at the end of 
2022, reached approximately 75 per cent completion. 
Our teams made that kind of progress while also 
protecting over 80,000 Indigenous artifacts found 
by the archaeologists and Indigenous monitors 
working on the pipeline. We achieved this while our 
environmental specialists protected migratory birds, 
relocated snakes and amphibians, and protected fish 
during river crossing projects. We also constructed 
many under-highway wildlife corridors to maintain 
habitat connections for animals. 
We are highly focused on completing the Expansion 
Project without losing sight of safety. A construction 
project of this size is not without challenges. There are 
hundreds of contractors, millions of worker exposure 
hours, challenging weather conditions, and complex 
construction techniques to be managed. Through all of 
this, we remain steadfast in our focus on safety through 
activities like training new employees through our 
Green Hand program, encouraging positive behaviours 
through our Safety Recognition program, following the 
Canadian standard Life Saving Rules, as well as through 
strong and visible safety leadership. I remain personally 
committed to setting the expectation that it is not 
enough to advance the project on schedule alone.  
We must do so safely.
Many Indigenous leaders speak about reconciliation 
as a shared responsibility—by governments, 
businesses, communities, and individuals. I believe 
that Trans Mountain’s intentions and efforts to build 
meaningful, long-term relationships contribute 
significantly to reconciliation. We have achieved an 
unprecedented level of Indigenous involvement in the 
Expansion Project—through job creation, procurement 
opportunities, partnerships, and the environmental 
process. As of December 31, 2022, more than 
3,100 Indigenous workers were employed on the 
Expansion Project; and approximately 25 per cent of 
contracted spend on the Expansion Project has been 
awarded to Indigenous businesses and partnerships, 
totalling upwards of $4.8 billion.
I want to thank our employees and contractors for their 
efforts both on the Expansion Project and in our daily 
operations, my fellow executive team members for their 
warm welcome, and the Board for their trust. I look 
forward to leading the organization to the completion  
of the Expansion Project, while steering the next  
phase of the company’s future.
Dawn Farrell 
President and Chief Executive Officer
TRANS MOUNTAIN 2022 ESG REPORT
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GOVERNANCE
SOCIAL
ENVIRONMENT
APPENDICES
ABOUT TRANS MOUNTAIN
OUR ESG SCORECARD
LOOKING BACK: 2022 HIGHLIGHTS
MESSAGE FROM OUR BOARD CHAIR
OVERVIEW 
APPROACH
MESSAGE FROM OUR CEO

LOOKING BACK: 2022 HIGHLIGHTS
2,147
employees and contractors have 
taken our Indigenous cultural 
awareness training module.¹
¹	
As of March 31, 2023.
2045
We tested the resiliency of our 
company to the year 2045 using 
quantitative climate-related 
scenario analysis.
9
Indigenous individuals  
hired into post-construction 
operations roles.
100%
of Expansion Project employees and 
contractors received training on the 
Environmental Protection Rules.²
²	
As of December 31, 2022.
NOVEMBER 17
Black Pines Line 1 Pump Station was  
placed into service early and is the first  
stand-alone Project-constructed asset to 
begin operations.
100,000 TONNES
We set a milestone target to reduce absolute greenhouse  
gas (GHG) emissions by 100,000 tonnes of CO₂e by 2030.³  
Read more in our 2022 Emissions Reduction Plan.
³	
Compared to the first full year of operations of the expanded system.
TRANS MOUNTAIN 2022 ESG REPORT
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GOVERNANCE
SOCIAL
ENVIRONMENT
APPENDICES
ABOUT TRANS MOUNTAIN
OUR ESG SCORECARD
MESSAGE FROM OUR CEO
MESSAGE FROM OUR BOARD CHAIR
OVERVIEW 
APPROACH
LOOKING BACK: 2022 HIGHLIGHTS

OUR ESG SCORECARD
 Met	
 In progress	
 Did not meet
In 2022, we set several ESG commitments to demonstrate our commitment to continual advancement.  
To provide transparency around our ESG performance and activities, we have developed the below  
scorecard that aggregates our past and future targets and conveys our progress against them.
2022-2023 TARGETS
STATUS
2022 PROGRESS
ENVIRONMENT
By the end of 2022, develop and publish a Scope 1 and Scope 2 
emissions reduction plan.
We published our 2022 Emissions Reduction Plan in December 2022.
Develop an Expansion Project construction emission offset plan by 
the end of 2023.
We completed our draft plan identifying our process and principles for 
acquiring offsets.
Pursue and develop technologies that support GHG emissions 
reduction, climate change mitigation and that support Indigenous 
communities.
We have dedicated energy efficiency and innovation funding to support 
emissions reduction initiatives within our operations.
100% of employees receive training on the Environmental  
Protection Rules by the end of 2023, to promote company-wide 
environmental awareness.
100% of expansion project employees and contractors received training on 
the Environmental Protection Rules in 2022. Although initially developed for 
construction activities, we are adjusting the Rules to make them applicable 
to our routine operations.
Install leak detection fibre optic technology along the Expansion 
Project pipeline by the end of 2023.
To date, more than 890 km of conduit has been laid as part of the  
Expansion Project work. This will support the installation of leak detection 
fibre option cable.
Complete at least 3,500 person days of Indigenous Monitoring in 
2022, providing oversight for proper execution of environmental 
mitigation and protection measures, and heritage resources.
We completed 6,430 person days of Indigenous Monitoring in 2022.
SOCIAL
Complete 100 senior management safety visits across operations and 
on the Expansion Project.
We completed 278 senior management safety visits in 2022, more than 
doubling our target. 
Establish an Indigenous Advisory Council in 2022 to provide advice to 
our leadership team and guide our reconciliation efforts.
While we did not establish an external advisory council in 2022, we prepared 
terms of reference, established an internal working group and are currently 
working to identify members to establish the external council in 2023.
2022-2023 TARGETS
STATUS
2022 PROGRESS
Develop an Indigenous Reconciliation Action Plan by the end of 2022 
for publishing in 2023. The Plan will contain elements of Indigenous 
economic reconciliation.
We completed foundational elements of the Plan in 2022 and are on track to 
publish the Plan in 2023.
All employees and contractors complete a mandatory company-wide 
Indigenous cultural awareness training module by the end of 2022.
We developed and delivered an Indigenous cultural awareness training 
module to all employees and contractors in 2022.
More than 70% of leaders receive training to support effective 
leadership in a hybrid work environment in 2022.
We trained more than 70% of our leaders to support effective leadership in a 
hybrid work environment.
Continue supporting the Mount Royal University Project Management 
Certificate program for Indigenous women.
We continue to support the Project Management Certificate program. 
Thirty-one Indigenous women enrolled in the 2022 cohort and plans are 
underway to launch a third cohort in 2023.
Enhance our Inclusion and Diversity practices and policies to ensure 
employees from diverse backgrounds have access to programs 
supporting participation in the workplace and their psychological 
well-being at work.
We continued our focus on participation of underrepresented groups in 
the workplace and our creation of an accessible environment to enable 
participation, and added dedicated resources to our HR team focused on 
advancing diversity, equity and inclusion in the organization.
GOVERNANCE
Expand our board education program in 2022 to include key  
ESG/sustainability issues and enable informed oversight and  
long-term planning.
Our Board did not receive formal ESG sessions in 2022, but plans to  
pursue education sessions on specific ESG topics, including climate 
briefings, in 2023.
Review our governance structure in 2022 to support improved 
governance over our most relevant ESG topics at the Board 
committee level.
To help improve governance over ESG topics, our Board Committee 
mandates were refreshed in 2022 and our ESG Executive Committee 
membership was adjusted. Read more on page 55.
100% of employees complete IT security/cyber security  
training annually.
All employees completed IT security/cyber security training.
Enhance climate-related risk analysis within our Enterprise Risk 
Management program.
We enhanced our Enterprise Risk Management program by incorporating 
the top risks uncovered from our climate scenario analysis.
Enhance climate-related scenario analysis by conducting  
quantitative assessments.
We completed quantitative analysis for one transition scenario and for three 
physical scenarios. Read about our learnings on page 62.
TRANS MOUNTAIN 2022 ESG REPORT
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GOVERNANCE
SOCIAL
ENVIRONMENT
APPENDICES
ABOUT TRANS MOUNTAIN
LOOKING BACK: 2022 HIGHLIGHTS
MESSAGE FROM OUR CEO
MESSAGE FROM OUR BOARD CHAIR
OVERVIEW 
APPROACH
OUR ESG SCORECARD

ABOUT TRANS MOUNTAIN
Trans Mountain operates Canada’s only pipeline system 
transporting oil products to the West Coast of Canada. 
We currently deliver approximately 300,000 barrels of 
crude oil and refined products every day. Our assets 
also include three terminals and a marine terminal.  
Our pipeline system, which runs from Edmonton, 
Alberta to Burnaby, British Columbia and Washington 
state, has been in operation for almost 70 years.
Trans Mountain Corporation was incorporated in 2018 
as a federal Crown corporation. We are accountable to 
Parliament through the Canada Development Investment 
Corporation (CDEV). Trans Mountain is headquartered 
in Calgary, Alberta, and has regional offices along the 
pipeline system. In April 2022, the Governor General 
in Council issued a proclamation that changed 
Trans Mountain Corporation’s status to a non-agent 
Crown corporation, allowing us to borrow from  
parties other than the Government of Canada.
PIPELINE SYSTEM
Our pipeline system transports crude oil and refined products.  
We connect production areas with refineries in North America  
and with export capabilities to international markets.
TRANS MOUNTAIN PIPELINE SYSTEM
Edmonton, AB to Burnaby, BC
1,150
KILOMETRES
23
PUMP STATIONS
WESTRIDGE  
MARINE TERMINAL
Handles export of crude oil and import 
of jet fuel on third-party marine vessels 
(barges and tankers). 
1
BERTH (SERVES AFRAMAX  
TANKERS AND BARGES)
TERMINALS
Provides temporary storage for oil products  
for customers.
3
TERMINALS 
(EDMONTON, SUMAS, 
BURNABY)
11
MILLION BARRELS  
STORAGE CAPACITY 
55
TANKS AT  
TERMINALS
EXPANSION (estimated figures)
Our Expansion Project will create a twinned  
pipeline along our current system and provide  
Western Canadian oil producers with additional 
transportation capacity and tidewater access.
+590,000
ADDITIONAL BARRELS  
PER DAY
+980
ADDITIONAL KILOMETRES
+12
ADDITIONAL PUMP 
STATIONS
+3
BERTHS
513
EMPLOYEES
1,760
CONTRACTORS
$478
MILLION IN REVENUE
$26
BILLION IN ASSETS
PUGET SOUND PIPELINE SYSTEM
Abbotsford, BC to Washington state
111
KILOMETRES
1
PUMP STATION
EDMONTON
SUMAS
BURNABY
LAND ACKNOWLEDGEMENT
Trans Mountain acknowledges and respects the 
Indigenous Peoples on whose Traditional Territory 
we operate and construct our expanded pipeline 
system. We recognize the unique histories, 
cultures and traditions of all those Indigenous 
groups within whose Territory Trans Mountain 
operates and that their relationship to the land 
continues to this day.
  EXISTING PIPELINE
  EXPANSION
BRITISH  
COLUMBIA
WASHINGTON
ALBERTA
~300,000
BARRELS PER DAY  
(NOMINAL CAPACITY)
~240,000
BARRELS PER DAY  
(NOMINAL CAPACITY)
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GOVERNANCE
SOCIAL
ENVIRONMENT
APPENDICES
OUR ESG SCORECARD
LOOKING BACK: 2022 HIGHLIGHTS
MESSAGE FROM OUR CEO
MESSAGE FROM OUR BOARD CHAIR
OVERVIEW 
APPROACH
ABOUT TRANS MOUNTAIN

Our approach to ESG 
management involves 
working on reducing  
our impacts and 
contributing to the United 
Nations Sustainable 
Development Goals.
  
PYRAMID MOUNTAIN NEAR 
JASPER, AB
The first few segments of 
our pipeline are located near 
Jasper National Park (pictured).
APPROACH
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OVERVIEW 
APPROACH
ABOUT THIS REPORT
SUSTAINABLE DEVELOPMENT GOALS
OUR APPROACH TO ESG

OUR APPROACH TO ESG
Managing environmental, social and governance 
(ESG) matters responsibly is not new at 
Trans Mountain. It is a part of our past, our present 
and an integral part of our future. This report is our 
third formal communication of our ESG practices 
and progress. Our approach to ESG management 
involves working on the topics highlighted on this 
page. As society evolves, we will reassess what 
specific ESG issues we focus on.
OUR COMMITMENT
RELEVANT TOPICS
ENVIRONMENT
Our transportation services have a comparatively low greenhouse gas (GHG) footprint and we can help  
our customers compete in markets that are increasingly focused on striving to meet decarbonization goals.  
Our pipeline crosses some of the most rugged, mountainous terrain in the world as well as wetlands, waterways, 
parkland, and urban areas. While we operate in a challenging environment, our pipeline has delivered safe and  
reliable energy transportation for almost 70 years. We take great care to respect the traditional use of the land  
and Indigenous heritage resources. During the Expansion Project activities, our goal is to minimize our impact  
on the environment and to offset remaining impacts on the climate, wetlands and biodiversity.
	– Asset integrity and emergency preparedness
	– Land and water stewardship
	– GHG emissions
	– Mitigation of climate-related risks 
	– Environmental stewardship in marine operations
SOCIAL
We respect the communities where we operate and work hard to build and maintain these relationships.  
We operate in a manner consistent with Canada’s commitment to advance reconciliation with Indigenous Peoples. 
Whether it is through the course of our daily operations or during construction, we are committed to operating  
safely and responsibly to protect our employees, contractors and the public. We also foster a positive, inclusive  
and diverse work environment.
	– Employee and contractor safety
	– Inclusion and diversity
	– Relationships with people and communities
	– Creating Indigenous opportunities
	– Economic contribution to Canada
GOVERNANCE
Our Board of Directors and leadership team work to set a positive example for all employees and contractors  
by demonstrating our corporate values—Safety, Integrity, Respect and Excellence. Our policies and practices 
establish clear expectations and foster accountability at all levels of the organization. Our training gives employees  
the necessary tools to meet the commitments contained in our policies. Our decisions consider the long-term  
vision for our company and incorporate environmental and social factors. As societal expectations of corporations 
evolve, we remain attuned to shifts in risks and opportunities, and adjust our business practices accordingly.
	– Corporate governance
	– Governance for environmental and social matters
	– Ethics
	– Cyber security
	– Responsible procurement
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ENVIRONMENT
APPENDICES
ABOUT THIS REPORT
SUSTAINABLE DEVELOPMENT GOALS
OVERVIEW 
APPROACH
OUR APPROACH TO ESG

SUSTAINABLE DEVELOPMENT GOALS
Considering the needs of future generations, 
Canada and 192 other countries and a large number 
of non-profit organizations and corporations 
support the UN Sustainable Development Goals 
(SDGs). The SDGs are 17 global goals, set by the 
United Nations General Assembly in 2015 to be 
achieved by 2030. These goals aim to protect the 
planet, reduce inequality and ensure prosperity  
for all.
Trans Mountain supports this global and Canadian 
commitment and wants to contribute towards the 
achievement of the SDGs. This chart describes 
some of the important ways that we work towards 
the SDGs in our operations.
TRANS MOUNTAIN ACTIVITIES
RELATED SDGS AND TARGETS
Operating and expanding the Trans Mountain pipeline, a reliable and 
resilient infrastructure system that supports energy access
[9.1] 	
Develop quality, reliable, sustainable and resilient infrastructure, including regional and 
transborder infrastructure, to support economic development and human well-being,  
with a focus on affordable and equitable access for all
Providing employment opportunities and contributing to Indigenous 
businesses and economic development
[8] 		
Promote sustained, inclusive and sustainable economic growth, full and productive 
employment and decent work for all
[8.5] 	
Achieve full and productive employment and decent work for all women and men, 
including for young people and persons with disabilities, and equal pay for work  
of equal value
Offering education and training opportunities to help raise the standard  
of living in local and Indigenous communities
[4] 		
Ensure inclusive and equitable quality education and promote lifelong learning 
opportunities for all 
[4.4] 	
Substantially increase the number of youth and adults who have relevant skills, including 
technical and vocational skills, for employment, decent jobs and entrepreneurship
Investing in asset integrity, preventing spills and minimizing releases to  
air, land and water
[12.4] 	 Achieve the environmentally sound management of chemicals and all wastes  
throughout their life cycle, and significantly reduce their release to air, water and soil  
in order to minimize their adverse impacts on human health and the environment
Protecting biodiversity during the Expansion Project and continuing to 
support the protection of marine life, including marine mammals, around  
the Westridge Marine Terminal
[15.5] 	 Take urgent and significant action to reduce the degradation of natural habitats  
and halt the loss of biodiversity 
[14.1] 	 Prevent and significantly reduce marine pollution of all kinds, in particular from  
land-based activities, including marine debris and nutrient pollution
    
Monitoring, reporting and managing our greenhouse gas (GHG) emissions 
and providing funds to communities along the pipeline corridor to improve 
their resilience to extreme weather events
[13] 	
Take urgent action to combat climate change and its impacts
[13.1] 	 Strengthen resilience and adaptive capacity to climate-related hazards and  
natural disasters in all countries
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ABOUT THIS REPORT
OUR APPROACH TO ESG
OVERVIEW 
APPROACH
SUSTAINABLE DEVELOPMENT GOALS

ABOUT THIS REPORT
DETERMINING WHAT TO REPORT
Although there is a wide range of ESG matters 
companies can consider, we want to focus our 
communications on the ESG topics that can have 
a significant impact on our business success, and 
those that represent the interests of:
	– Our employees and contractors
	– Our customers
	– Indigenous and local communities
	– Regulators
In 2020, our senior management team participated  
in an ESG prioritization workshop to determine 
which ESG-related issues were most relevant to  
our company. Prioritization was conducted by  
taking into account our understanding of the 
concerns and priorities of employees, customers,  
Indigenous and local communities and regulators; 
and by discussing the potential financial or 
operational impact of the issues on Trans Mountain. 
The results of the workshop were reviewed and 
approved by our Board of Directors.
The process we use to determine ESG topics 
addressed in this report is different from how we 
determine materiality for financial reporting. 
The initial list of ESG-related issues was extracted 
from guidelines from:
	– The Sustainability Accounting Standards  
Board (SASB)
	– The Task Force on Climate-related Financial 
Disclosures (TCFD)
	– Reports from other midstream companies
At Trans Mountain, we are committed to being transparent about our practices and performance.  
The goal of this ESG report is to communicate the environmental, social and governance initiatives and  
key metrics that demonstrate our progress to date and our commitment to continual improvement.
	– Unless otherwise noted, this report covers 
quantitative and qualitative performance for the 
year ended December 31, 2022. When available, 
comparable and historical data is provided for  
2019, 2020 and 2021.
	– Our reported environmental and social performance 
covers pipelines and terminals operated by 
Trans Mountain and the Expansion Project.
	– Unless noted, data does not include service providers.
	– Financial data is in Canadian dollars and 
environmental data is in metric units.
	– The accuracy of this report is important to our 
company. Senior management and relevant staff 
have reviewed all information and believe it is an 
accurate representation of our performance. Third-
party assurance of this report was not conducted.
	– The terms Trans Mountain, our, we, the company, and 
the corporation, refer to Trans Mountain Corporation. 
The Expansion Project, the Expansion, and the Project 
refer to the Trans Mountain Expansion Project.
ALIGNING WITH ESG STANDARDS
Although this report does not meet all the requirements 
to be fully in accordance with a reporting standard, 
we cross-reference our disclosures to the following 
recognized standards:
TCFD  	
	 53
SASB  	
	 72
We also outline our contributions to the SDGs.
SDGs  	
	 11
Read our caution regarding forward-looking statements 
on page 73.
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SOCIAL
ENVIRONMENT
APPENDICES
SUSTAINABLE DEVELOPMENT GOALS
OUR APPROACH TO ESG
OVERVIEW 
APPROACH
ABOUT THIS REPORT

We are committed to 
conducting our operations 
in a safe and responsible 
manner that is respectful 
of the environment and 
minimizes our impact to 
water, land and air. 
  
MOUNT ROBSON, BC
We are reactivating a segment 
of pipeline that extends from 
Hinton, Alberta to Hargreaves, 
British Columbia and passes 
close to Mount Robson 
(pictured).
ENVIRONMENT
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SOCIAL
APPENDICES
APPROACH
OVERVIEW 
ENVIRONMENT
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
BIODIVERSITY
AIR QUALITY

For the protection of our employees, the public, and the environment, we are committed to operating all 
our assets as reliably and safely as possible. We maintain the integrity of our pipelines, terminals and pump 
stations through continual hazard identification, prevention, and monitoring.
PIPELINES
Since our pipeline is underground, we rely on 
internal inspection technologies to conduct pipeline 
inspections at regular intervals. Our asset integrity 
program helps us detect small imperfections in the pipe 
before they pose a risk of failure. Being proactive allows 
us to monitor pipeline conditions over time and take 
action to make required repairs with proper planning 
to minimize environmental impacts. The range of 
inspections and preventative activities that are part  
of our asset integrity program are illustrated on the  
next page.
PIPELINE INTEGRITY
2019
2020
2021
2022
PIPELINE INTEGRITY
Pipelines operated (km)
1,275
1,275
1,275
1,275
In-line inspections 
(total km of pipeline inspected)
1,576
865
1,191
1,135
Integrity digs (number)*
103
71
107
110
PIPELINE SPILLS
Pipeline spills (number)
0
0
0
0
* The number of integrity digs can vary year over year based on 
requirements, and preliminary findings from tool runs.
Leading-Edge Leak Detection for  
the Expanded Pipeline
Common practices for detecting leaks include using a 
combination of sensor technology and mathematical 
calculations. For the expanded pipeline, we plan to 
install a fibre optic cable outside and along the pipe 
that measures vibration, temperature, and movement, 
continuously and accurately. The sensing cable can 
detect very small leaks and pinpoint the location of a 
suspected leak within metres. These measurements 
can also be used to detect activities in real time such 
as ground movement or encroachment of equipment 
digging on our pipeline.
We continue to advance the installation of conduit 
along the pipeline to support the future installation 
of the fibre optic cable. To date, more than 890 km of 
conduit has been installed along the Expansion Project 
route, which represents approximately 90 per cent of 
the length of the expansion.
We had zero pipeline-
related spills in 2022
CONSTRUCTION-RELATED REPORTABLE SPILLS— 
EXPANSION PROJECT
2019
2020
2021
2022
Reportable spills (number)
9
50
34
29
Volume of reportable spills (m³)
0.009
125
41
59
Construction-related spills exclude spills from our pipeline. 
Common liquids spilled from construction and maintenance activity are 
motor fuel, hydraulic and lubricating oil, and drilling mud. For our project, 
drilling mud from horizontal directional drilling is the largest contributor to 
the volume released. 
Our construction-related spills volume increased in 2022 largely due to our 
increase in horizontal directional drilling construction activity.
ASSET INTEGRITY
NEXT GENERATION IN-LINE 
INSPECTION TOOL TO IMPROVE  
CRACK DETECTION
In-line inspections use sophisticated tools that 
travel inside the pipeline to detect and measure 
potential defects or changes to the pipe using 
specialized technology. In October 2022, we 
trialed an advanced ultrasonic crack detection 
tool on our Edmonton to Edson pipeline segment. 
It works like sonar and creates sonic waves within 
the steel. If the wave hits a crack-like feature, the 
sound wave is reflected back and the technology 
records the location of the feature for further 
investigation. This tool is expected to improve 
crack detection and sizing, and can identify 
crack-like features within dents. It also provides 
higher resolution data capture than the previous 
generation of crack detection tools. To further 
evaluate the effectiveness of this tool, we are 
planning to conduct three additional tool runs in 
2023 in the Hargreaves to Darfield, Kamloops to 
Sumas, and Sumas to Burnaby segments.
Completing the ultrasonic crack detection 
tool run from Edmonton to Edson.
TRANS MOUNTAIN 2022 ESG REPORT
14
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
ASSET INTEGRITY

PIPELINE ASSET INTEGRITY PROGRAM
We conduct the following inspections and preventative activities:
AERIAL INSPECTIONS
We fly over the pipeline to conduct a visual 
inspection of the right-of-way and monitor 
human-related activities around the 
pipeline, inspect for any possible leaks, 
 and look for new hazards that could affect 
the pipe such as ground movement or 
other geohazard events. 
139
aerial inspections in 2022
1,135
IN-LINE INSPECTIONS
We use sophisticated tools (called pigs) that 
travel inside the pipe to detect and measure 
potential defects or changes. These in-line 
inspections are one of our most important 
tools because most of the pipeline is buried 
and cannot be visually inspected. 
1,135
km of pipeline inspected via in-line 
inspections in 2022
INTEGRITY DIGS
When an in-line inspection detects 
something that requires further 
investigation, we conduct an integrity dig 
by excavating and examining the pipe 
at that location. We use non-destructive 
examination techniques and if necessary, 
repair, or replace the pipe and restore the 
excavated site to its prior condition.
110
integrity digs conducted in 2022
3,975
CATHODIC PROTECTION SURVEYS
We monitor the effectiveness of our 
cathodic protection system by taking 
annual readings at test stations located 
every two kilometres along the pipeline 
route to ensure a minimum voltage is 
maintained on the pipeline. We also 
complete periodic close interval surveys 
that provide us with voltage readings every 
three metres along the pipeline route. 
3,975
cathodic protection test lead surveys 
conducted in 2022 
NATURAL HAZARD INSPECTIONS
Our Geohazard Monitoring program 
documents inspections and maintenance 
work on natural hazards sites along the 
pipeline route, including watercourse 
crossings and slopes or other areas of 
potential ground movement. Within our 
program we: 
	– Maintain a natural hazard database that 
includes detailed information for each 
natural hazard site;
	– Conduct detailed ground inspections 
and surveys to monitor the geohazard 
sites that are scheduled based on risk;
	– Use real-time flow monitoring at 
watercourse crossings to assess any 
increased risk to the pipe during  
flood events; 
	– Use instrumentation and radar/satellite 
imagery to monitor for potential ground 
movement around the pipe; and 
	– Complete detailed assessments to 
prioritize mitigation where required.
626
natural hazard inspections and surveys 
conducted in 2022
CORROSION PREVENTION
The exterior of the pipe has a coating 
to protect it from contact with the soil. 
Because corrosion is an electrochemical 
process, we also use cathodic protection 
to protect the pipe from oxidization in 
areas where it is in contact with the soil. 
The interior of the pipe is protected from 
corrosion by running scraper tools on a 
regular basis to mobilize solids and water 
that has settled out in the pipe.
PIPELINE DEPTH OF COVER
We regularly monitor our pipeline to ensure 
adequate soil cover remains over top of 
the pipe. Areas with deficient cover are 
prioritized for remediation.
24/7
ONGOING MONITORING
In our Control Centre in Edmonton, Alberta, 
our operators monitor our pipelines and 
terminals 24 hours a day, seven days a week. 
24/7 
real-time remote monitoring  
of the entire system
RIGHT-OF-WAY MAINTENANCE
We maintain the strip of land above and 
around the pipeline so that large trees, 
shrubs, or other debris remain away from the 
pipe. This ongoing maintenance provides 
clear line of sight and access for surveys, 
inspections, and emergency situations.
PREVENTATIVE ACTIVITIES
INSPECTIONS
TRANS MOUNTAIN 2022 ESG REPORT
15
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
ASSET INTEGRITY

River Crossing Replacements
Our pipeline system crosses more than 1,500 bodies 
of water, including large waterways such as the 
North Saskatchewan River, Athabasca River,  
Thompson and North Thompson Rivers, Coquihalla 
River, Coldwater River and Fraser River. We inspect  
and monitor pipeline segments under bodies of water 
and conduct preventative replacements when needed. 
We carefully select appropriate construction methods 
given the sensitivity of the environment surrounding 
the pipe. In 2022, we completed two important river 
crossing replacements that had been identified due 
to low depth of cover. We replaced 305 metres (m) of 
pipeline at the Coquihalla River crossing approximately 
10 km north of Hope, BC and 285 m of pipeline at the 
Coquihalla River crossing in Hope, BC. We replaced 
the existing pipeline segments with new segments  
of the same diameter but set deeper underneath  
the riverbed.
TERMINALS
Trans Mountain owns 55 tanks located across three 
terminals. As part of our regular maintenance program, 
our operators conduct daily inspections to confirm 
normal operation around tanks and visually inspect 
the exterior of our tanks monthly to check the tank 
foundation, shell, roof, leak detection and secondary 
containment systems. These inspections help identify 
early warnings of potential tank problems. In addition, 
we complete both external (in-service) inspections at 
least every five years, and a comprehensive internal 
(out-of-service) inspection at intervals not exceeding 
20 years.
PUMP STATIONS
Pump stations, spaced approximately every 50 km 
along the pipeline, keep the oil flowing. To ensure the 
stations operate safely, they are continually monitored 
remotely and visited on-site regularly by operations 
personnel. Our pipeline must operate at varying 
pressures due to flow rate, product type, and elevation. 
Our systems (SCADA and other protective devices) 
maintain the pressures within safe operating limits and 
are monitored and controlled by our Control Centre 
operators in accordance with established procedures.
TERMINALS AND PUMP STATIONS— 
SPILLS AT FACILITIES
2019
2020
2021
2022
Reportable spills (number)
2
1
1
0
Volume of reportable spills (m³)
76
190
7
0
Reportable spills include spills reportable to authorities in the jurisdictions 
where we operate. These spills include oil or other substances. Note that 
reportable volumes differ in each province.
In 2022, environmental remediation activities at the Sumas Pump Station 
continued (in response to a 2020 release). We completed ongoing 
groundwater and remediation assessments throughout 2022 and expanded 
our installed groundwater remediation system.
Aerial view of Coquihalla River crossing  
in Hope, BC – August 10, 2022.
TRANS MOUNTAIN 2022 ESG REPORT
16
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
ASSET INTEGRITY

Our primary focus is to reduce and eliminate risks that could result in an incident, however, if an incident 
occurs, we rely on our detailed emergency procedures and trained professionals to respond quickly.
EMERGENCY RESPONSE CAPABILITIES
We use the internationally recognized Incident 
Command System (ICS) to manage our emergency 
response. ICS is a standardized command and control 
system used to manage emergency incidents. We 
train our own personnel to be our first responders, 
an industry best practice, and we also engage 
communities affected by our operations (firefighters, 
emergency crews, suppliers and community 
organizations) in emergency preparedness.
PLANNED EXERCISES
We aim to conduct at least one full-scale emergency 
deployment exercise each year to test the real-time 
effectiveness of our response. These exercises involve 
many agencies and the mobilization of emergency 
personnel, equipment, and resources, as if a real 
incident had occurred. Read about our 2022 full-scale 
exercise in the sidebar. Each year, we also complete  
20-30 emergency field and tabletop exercises to 
learn the various components of our response plans, 
equipment, and response strategies in varying 
environmental conditions or to work through different 
emergency scenarios.
UNANNOUNCED EXERCISES
As part of our fire preparedness, we conduct 
unannounced tank fire simulation exercises annually 
at our Burnaby and Edmonton terminals, and once 
every three years at either our Sumas or Westridge 
terminals. Unannounced exercises are planned and 
called by a select few authorized individuals and 
allow us to realistically test both our own response 
capabilities and the mobilization time of our third-party 
responders. In 2022, we completed three of these 
emergency exercises.
EMERGENCY RESPONSE EXERCISES
2019
2020
2021
2022
Drills
13
22
18
17
Tabletop exercises
5
11
5
8
Full-scale exercises
1
1
3*
1
TOTAL
19
34
26
26
* Two exercises, plus our full-scale response to the BC floods
REFLECTING ON OUR RESPONSE: In this 2022 
lookback video, learn how our emergency 
response program helped our teams rapidly 
assess and respond to the 2021 flooding.
EQUIPMENT INVENTORY
We prepare for a variety of incidents including spills  
and fires.
FOR SPILLS  We model releases along the pipeline to 
establish geographic response plans and requirements 
for equipment and personnel that are strategically 
maintained along the pipeline to allow a rapid response 
to any incident.
FOR TANK FIRES  Our terminals are equipped with 
specialized on-site firefighting equipment to enable a 
rapid response in the event of a fire. All equipment is 
well maintained and personnel participate in regular 
exercises to confirm they are familiar with all types of 
response equipment.
EMERGENCY PREPAREDNESS  
AND RESPONSE
BUILDING AGILITY DURING OUR  
FULL-SCALE EXERCISE
In November 2022, we conducted a full-scale 
exercise that simulated a pipeline spill into 
Wabamun Lake. Although intended to be a 
fall exercise, unseasonably cold temperatures 
coupled with heavy snowfall only days prior 
turned the event into a winter exercise. This 
provided the participants with an opportunity to 
practice managing the impacts of challenging 
and rapidly changing weather conditions during 
an emergency response.
This was the first full-scale in-person exercise 
with attendees from local agencies, stakeholders 
and first responders since the COVID-19 
pandemic. The exercise included an off-site, fully 
staffed Incident Command Post (ICP) consisting 
of several agencies, Indigenous groups and first 
responders, including Parkland County, Alberta 
Emergency Management Agency, Alberta Health 
Services and the Canada Energy Regulator, which 
participated alongside Trans Mountain personnel.
The Incident Command Post at the 
Edmonton full-scale emergency exercise.
TRANS MOUNTAIN 2022 ESG REPORT
17
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
EMERGENCY PREPAREDNESS

We see it as our responsibility to protect the land, water, and ecosystems where we operate. Water is a 
shared resource and an essential part of all ecosystems. Therefore, we take seriously our responsibility  
to be stewards of the land and water bodies near our operations.
PROTECTING BIODIVERSITY  
DURING OPERATIONS
The pipeline crosses many protected areas, including 
recreational areas and parks such as Jasper National 
Park in Alberta and Mount Robson Provincial Park in 
British Columbia. Since the operating pipeline is buried, 
the impact to surface wildlife is minimal. However, 
we are committed to minimizing our impact to the 
land and to the biodiversity of these sensitive areas 
by implementing a strong asset integrity program 
that prevents spills and a rapid emergency response 
program that reduces impacts if a spill were to occur.
TAKING SPECIAL CARE DURING  
RIVER CROSSING REPLACEMENTS
Our pipeline system crosses more than 1,500 bodies 
of water. During our day-to-day operations there is 
relatively little in-stream work required, however, 
in 2022, we completed two large river crossing 
replacements in the Coquihalla River.
In planning and implementing any river crossing project 
(the replacement of the section of pipe underneath the 
river), great care is taken to preserve the environmental 
features in and around the stream including the wildlife 
and aquatic habitat within the riparian zone. For each 
water crossing, we carried out extensive mitigation 
measures. Our Environmental Protection Plans detailed 
the actions required to ensure protection of land, 
plants, wildlife, fish, and aquatic environment for the 
replacement work.
RESTORING THE LAND  
FOLLOWING FLOODING
Several areas of our pipeline system were impacted 
by the widespread flooding in British Columbia in 
late 2021. In early 2022, we completed restoration 
work at 21 emergency sites along the Coldwater and 
Coquihalla Rivers. We minimized our environmental 
impact during restoration activities by developing and 
implementing our Environmental Protection Plans, 
conducting fish salvages and environmental monitoring, 
implementing designs to avoid impacts on fish and 
habitat, incorporating habitat enhancements and 
working with regulatory agencies. Following restoration 
works in 2022, reclamation assessments and activities 
were carried out. Our environment team is currently 
assessing the overall impacts of the emergency 
restoration works to fish and fish habitat and further 
reclamation activities are planned for 2023.
BIODIVERSITY, LAND AND  
WATER STEWARDSHIP
TRANS MOUNTAIN 2022 ESG REPORT
18
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
AIR QUALITY
BIODIVERSITY

PROTECTING ECOSYSTEMS AND 
BIODIVERSITY DURING CONSTRUCTION
Environmental Protection Rules
We have integrated ten Environmental Protection Rules 
into our approach on the Project, a first in the industry. 
The rules aim to do for environmental awareness what 
the Life Saving Rules have done for safety in the energy 
industry. Each of the Environmental Protection Rules is 
focused on an area that has the potential to result in a 
significant environmental event. The rules are in place 
to protect land, water and other resources, and to help 
avoid spills, noise, and other environmental impacts. The 
rules were selected based on incident data, Expansion 
Project risks and feedback from our stakeholders.
To support the implementation of the rules, we 
incorporated the rules as part of the mandatory training 
received by all Project personnel. In 2021, we set a 
target to implement the rules across Trans Mountain 
by the end of 2023. We are currently revisiting the 
language in the rules to be more applicable to our 
ongoing operations activities and expect to implement 
them company-wide once the Expansion Project is 
complete. Additionally, more than 1,200 workers were 
recognized last year as part of our Environmental 
Protection Rules worker recognition program.  
This program acknowledges on-the-spot positive 
actions and sustained leadership in environmental 
compliance and stewardship.
Watch this video to learn more about our 
Environmental Protection Rules.
Environmental Protection and Management Plans
Since 2012, the environmental team for the Expansion 
Project has been out in the field studying a wide 
range of environmental features, including plants, fish, 
and wildlife. Baseline studies were used to develop 
detailed plans that must be implemented before, 
during and after construction along the pipeline 
right-of-way, at facilities, in related access areas, and 
at temporary infrastructure sites. These include more 
than 60 environmental protection and management 
plans that outline how potential effects of the Expansion 
Project on fish, vegetation and wildlife should be 
appropriately mitigated in accordance with relevant 
guidelines and regulatory requirements. We plan 
to mitigate impacts to vegetation by re-establishing 
natural ecosystems similar to what was present 
pre-disturbance, or by developing a vegetative cover 
compatible with surrounding landscapes.
Trenchless Crossings
The Expansion Project includes approximately 980 km 
of new pipeline and travels across a variety of terrain. 
For the majority of the pipeline route, conventional 
construction methods are being used. Conventional 
methods involve the pipe being set down into a trench 
and buried, which is what many people think of when 
they imagine pipeline installation. Although significantly 
more expensive, trenchless methods are a key tool in 
the construction of major pipeline projects because they 
can minimize or eliminate surface disturbance in urban, 
environmentally and culturally sensitive areas. Since the 
Project began, we have safely and successfully executed 
50 major trenchless crossings, 19 of which were 
completed in 2022. The crossings were constructed 
using horizontal directional drilling, micro tunnels and 
horizontal auger bores.
In 2022, as part of the Expansion Project  
our teams conducted:
18,781
person days of 
environmental inspection
40,165
person days of  
technical field studies  
and monitoring by  
third-party consultants
The Nicola Valley is being left in good 
shape as the process is moving along 
and no obvious scars to the landscape. 
I must comment on how well the small 
environmentally sensitive areas  
(bogs and riparian boundaries) are 
being protected as the project is 
progressing. These areas are essential 
to a healthy environment.
GLENN GRANT, 
EXECUTIVE DIRECTOR AND GENERAL MANAGER, BC 
WILDLIFE PARK; AND RESIDENT OF MERRITT, BC
TRANS MOUNTAIN 2022 ESG REPORT
19
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
AIR QUALITY
BIODIVERSITY

EFFORTS TO PROTECT WATERCOURSES DURING CONSTRUCTION
We are committed to maintaining high standards of environmental protection for watercourses along the Expansion Project footprint 
and pipeline route. As part of the Project, a significant amount of time and care went into determining construction methodology and 
potential environmental impacts to inform the best mitigation methods to minimize or avoid these impacts and protect waterways. 
CARE IN PLANNING
Our Environment team collected data 
on fish and fish habitat potential, along 
with other environmental and technical 
assessments.
The information gathered, along with 
regulatory requirements and industry best 
practices, helped us choose appropriate 
construction methods, mitigation and timing 
of construction for each watercourse.
APPROPRIATE CONSTRUCTION 
TECHNIQUES
To minimize disturbance to surface features, 
we use trenchless crossing methods where 
appropriate. These methods typically use 
trenchless techniques to cross underneath 
watercourses (read more on page 19).
When trenchless methods are not feasible, 
we construct through watercourses by first 
isolating the work area then installing the 
pipe, known as isolated trenched crossings. 
We complete isolated trenched crossings 
within specific timing windows to minimize 
disturbance to fish during key life stages.
We follow strict water quality monitoring 
requirements to protect downstream fish 
and fish habitat during construction.
ACTIVE MITIGATION AND 
MONITORING
Qualified environmental professionals  
are on-site during construction to 
implement required mitigation efforts  
and monitor construction activity taking 
place at watercourses.
Mitigation efforts include the salvage  
and relocation of fish outside of the work 
area (if present), monitoring of water  
quality during construction, identification  
of site-specific habitat features for 
restoration, and to identify additional 
environmental mitigation efforts required 
during construction.
EFFECTIVE RECLAMATION
Our Riparian Habitat Management Plan 
outlines how we will return the area to 
a condition similar to pre-construction, 
and promotes the protection of rare plant 
species, wildlife habitat and the re-
establishment of native plant communities.
In-stream habitat features (pools, riffles, logs, 
rocks) are recorded prior to construction 
and replaced after pipe installation to ensure 
habitat function remains after reclamation.
Watercourse banks are stabilized to 
reduce sediment or erosion issues at  
the crossing location.
Post-construction monitoring ensures 
reclamation measures are effective and 
vegetation continues to establish. Riparian 
and in-stream habitat is assessed to ensure 
equivalent function is maintained for 
continued use by fish and wildlife.
ASSESSMENT OF IMPACT  
ON SALMON
We have provided $500,000 in funding  
to the Pacific Salmon Foundation (PSF) 
to provide a third-party assessment of 
Trans Mountain’s construction activities 
across a selection of highly sensitive 
salmon-bearing watercourses in BC, in 
addition to other programs to conserve  
and protect wild Pacific salmon.
PSF will assess construction impacts and 
post-construction reclamation measures 
against commitments made to regulators, 
Indigenous groups and local stakeholders.
5
1
3
4
2
TRANS MOUNTAIN 2022 ESG REPORT
20
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
AIR QUALITY
BIODIVERSITY

EFFORTS TO PROTECT BIODIVERSITY DURING CONSTRUCTION IN 2022
As part of the Expansion Project, substantial work has gone into determining potential environmental impacts and implementing 
mitigation methods to reduce impacts to biodiversity. The below graphic highlights some of the mitigation measures we undertook 
to protect biodiversity along the pipeline corridor in 2022.
AMPHIBIANS
LOCATION
Along full pipeline corridor
SPECIES
Great Basin Spadefoot, Western Toad,  
Long-toed Salamander, Columbia Spotted  
Frog, Pacific Tree Frog
During our field studies, amphibian 
breeding habitats were identified for 
several species. Wildlife Resource 
Specialists and our General 
Contractors continued work in 
2022 to relocate amphibians from 
the construction footprint. Off-site 
relocation spots were pre-identified 
to minimize hold times and stress 
and prevent re-entry during the 
construction phase. Amphibian 
relocation will continue during 
construction of the Expansion 
Project. Read more.
514,162 
amphibians relocated
FISH
LOCATION
Coldwater River, BC
SPECIES
Salmon, Trout
To mitigate environmental harm  
to fish and fish habitat in 2022,  
we installed fish spawning 
deterrent mats in the Coldwater 
River, consisting of laid-flat snow 
fencing held to the bottom of 
the riverbed with native cobble. 
The deterrents are a temporary 
construction measure that prevent 
fish from spawning in specific areas 
of a watercourse that are within 
the construction footprint. The 
fencing acts as a deterrent, without 
physically changing aspects of the 
natural environment, and helps 
encourage fish to spawn elsewhere 
within the river. Once installed, the 
area is monitored continuously by 
our environmental monitors and 
the mats are removed once the 
spawning season is complete.
24,474 
fish relocated⁴ from river 
crossings along the pipeline route
BIRDS
LOCATION
Along full pipeline corridor
SPECIES
Fifty-five bird species with special  
conservation status have the potential  
to occur along the Expansion route
We have developed policies and 
procedures for the protection of 
migratory birds and their habitat. 
In Canada, the general nesting 
period for migratory birds may start 
in mid-March and extend until late 
August. However, in the Lower 
Mainland some species, such 
as the Anna’s Hummingbird and 
Song Sparrow, can begin nesting 
as early as February. Mitigation 
measures include the use of non-
intrusive nest sweeps and the 
establishment of species-specific 
buffer zones around active nests to 
ensure our construction activities 
have the least impact possible on 
nesting birds. Read more.
15,791
bird nest monitoring 
observations
SNAILS
LOCATION
Fraser Valley, BC
SPECIES
Oregon Forestsnails
Our Oregon Forestsnail Mitigation 
and Habitat Restoration Plan 
identifies four areas of Oregon 
Forestsnail critical habitat in the 
Fraser Valley. We have a federal 
Species At Risk Act (SARA) permit 
to relocate Oregon Forestsnails from 
the Expansion Project footprint. 
With the support of wildlife resource 
specialists, we have studied and 
installed exclusion fencing and have 
been salvaging and relocating the 
snails to adjacent suitable habitat. 
We also tagged and are tracking a 
subset of Oregon Forestsnails using 
radio telemetry to learn more about 
their movements, their survival 
success after relocation, and how 
quickly they will recolonize the 
Expansion Project footprint after 
reclamation. Read more.
1,028
Oregon Forestsnails relocated
REPTILES
LOCATION
Near Merritt, BC
SPECIES
Garter Snakes, Northern Alligator Lizards
In fall 2022, while carrying out 
preconstruction environmental 
surveys, our environmental 
team located four reptile dens 
in the Merritt area. The dens are 
protected under the BC Wildlife 
Act. Following our environmental 
protection and management plans, 
64 Garter Snakes and 161 Northern 
Alligator Lizards were salvaged 
and transported to the BC Wildlife 
Park for temporary captive care 
after signs of overwintering 
behaviour were observed by the 
resource specialist. We provided 
a donation to support the Park’s 
efforts of conservation, education 
and rehabilitation. The reptiles will 
be released in spring 2023 to their 
newly constructed dens.
1,041 
reptiles (snakes and lizards) 
relocated
WILDLIFE  
CORRIDORS
LOCATION
Interior of BC
Wildlife underpasses are one 
of the mitigations we use to 
maintain connectivity for animals. 
For example, in places where 
the pipeline intersects two 
breeding wetlands, we install 
exclusion fencing around the 
two wetlands and then create a 
ramp for vehicles to travel over 
and wildlife to pass under. Our 
Environmental Inspectors and 
Indigenous Monitors work to 
identify appropriate breaks in our 
topsoil piles resulting from clearing 
and levelling. If left as long walls 
along the edge of the right-of-way 
the piles would restrict wildlife 
movement. In the winter we do the 
same for our snow piles.
42 
wildlife corridors developed
⁴ Manually counted as part of the  
relocation effort.
TRANS MOUNTAIN 2022 ESG REPORT
21
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
AIR QUALITY
BIODIVERSITY

Environmental stewardship is not solely about the physical aspects of land; it is also about respecting 
traditional use of the landscape and heritage resources. Traditional use includes the historical use of the  
land and water by Indigenous communities, while heritage resources refer to objects, sites, or locations  
that are of cultural, historical, or archaeological significance to Indigenous groups and Canada.
Our environmental practices also integrate traditional 
knowledge and approaches throughout project 
planning and into construction to protect important 
cultural resources. Traditional knowledge is generally 
understood as the beliefs, practices and skills passed 
down through generations that form part of the cultural 
or spiritual identity of an Indigenous community.
There are three ways in which we integrate traditional 
knowledge and demonstrate our respect of traditional 
use and heritage resources:
1. INDIGENOUS MONITORING PROGRAM
We work with Indigenous Monitors to ensure we 
incorporate traditional knowledge into construction 
oversight, and to help us minimize impacts to 
traditional land use sites and heritage resources. 
As of December 2022, the construction phase of 
the Indigenous Monitoring program continued with 
more than 40 Indigenous Monitors retained as part 
of the Expansion Project. Indigenous Monitors are 
essential and integrated members of our construction 
Environmental Inspection team. Integration enables 
efficient knowledge transfer between Indigenous 
Monitors, environmental inspection and construction 
crews. Integration also provides opportunities for 
Indigenous Monitors to develop experience and 
transferable skills related to environmental inspection 
and monitoring that they can use after the construction 
project is over.
As part of the Expansion Project, we have also 
developed a bridging program to support Indigenous 
Monitors who have an interest in and could become 
an Environmental Inspector. As of December 2022, 
three Indigenous Monitors successfully completed 
the bridging program and became Environmental 
Inspectors working on the Expansion Project.
Since 2016, we have conducted more than:
79,000
shovel tests in areas 
identified as having 
potential to support 
heritage resources
On the Expansion Project:
6,430
person days of Indigenous 
Monitoring during 2022
PROTECTING TRADITIONAL USE AND HERITAGE 
RESOURCES OF INDIGENOUS PEOPLES
I believe that Trans Mountain is building 
a bridge right now between construction 
companies and Indigenous communities 
and I believe that is setting a high 
standard for the future.
LYNN COOK, 
INDIGENOUS MONITOR
Indigenous Monitor, Shawna Peters from Peters First Nation Band, is 
responsible for monitoring the Oregon Forestsnail plots in Bridal Falls.
TRANS MOUNTAIN 2022 ESG REPORT
22
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
PROTECTING RESOURCES OF INDIGENOUS PEOPLES

2. TRADITIONAL LAND AND RESOURCE  
USE AND ARCHAEOLOGICAL STUDIES
Since 2012, more than 140 Indigenous groups have 
participated in archaeological fieldwork or have 
provided traditional use information and traditional 
knowledge as part of Trans Mountain-facilitated 
studies or independent third-party studies. During 
these studies, Indigenous groups collect or provide 
data to enhance our knowledge of the environment 
along the pipeline corridor. Since 2016, we have 
also invested more than $40 million to support 
archaeological studies and conducted more than 
79,000 shovel tests in areas identified as having 
potential to support heritage resources.
Many Indigenous groups have participated in 
environmental field programs to support traditional 
knowledge integration into our practices.
We complete baseline studies to pre-identify 
environmental features so work can be planned to 
avoid or minimize impact to these sites. In some 
cases, new archaeological features are observed 
during construction and are known as “chance finds”. 
The Expansion Project has contingency plans in 
place to respond to these events. We work closely 
with Indigenous communities in the implementation 
of our contingency plans related to traditional land 
and resource use and archaeological features. 
We use a three gate “stoplight” process to ensure 
Indigenous communities are notified and engaged 
and appropriate mitigation is developed prior to 
construction progressing at the location.
3. COLLABORATING WITH GOVERNMENT 
AGENCIES AND INDIGENOUS COMMUNITIES
Our regulator, the Canada Energy Regulator, formed 
an Indigenous Advisory and Monitoring Committee 
(IAMC) which brings together 13 Indigenous and six 
senior federal representatives to provide advice to 
regulators in their efforts to monitor the Expansion 
Project and the existing pipeline. The 13 Indigenous 
members represent the various 129 Indigenous 
communities and regions along the route. Members 
have shared goals of both the safety and protection 
of environmental and Indigenous interests regarding 
lands and waters. Trans Mountain is an invited guest  
in the group and has representatives which participate 
on several subcommittees.
Since 2017, Indigenous monitors for the IAMC have 
regularly participated in advisory roles to the Canada 
Energy Regulator (CER), Fisheries and Oceans Canada, 
and Parks Canada in their oversight of the Expansion 
Project and existing line. This includes working with the 
CER to participate in emergency management exercises, 
safety and environmental protection inspections, and 
socio-economic reviews. Through this collaboration, 
CER inspection officers learn about Indigenous values 
and world views with respect to risk, while Indigenous 
monitors learn about the CER’s inspection process.
In 2022, we shared our learnings about Indigenous 
involvement in pipeline oversight by participating 
with the IAMC and CER in the 2022 Pipeline Safety 
Trust Annual Conference in a panel called “Involving 
Indigenous Communities in Pipeline Oversight: Can 
the U.S. Learn from Canada’s Experience.”
PRESERVING TRADITIONAL LAND USE FEATURES USING 3D IMAGING
The Expansion Project has applied photogrammetry 
to record twelve features at four traditional land use 
sites to date, including wooden structures and rock 
features. Photogrammetry is a technique used to 
compile multiple 2D photographs to create accurate 
3D models of objects. Not only are the 3D models 
incredibly detailed and accurate, the data is relatively 
quick and easy to collect, requiring only photos of 
the object that is being recorded.
Photogrammetry is an ideal tool to aid in the 
preservation of cultural heritage because it:
	– Records many fine details that are often difficult  
to capture with traditional recording techniques.
	– Allows viewing of all angles of a feature and 
enables accurate measurement.
	– Allows us to accurately reassemble a feature on 
the landscape once the area has been reclaimed.
Still of photogrammetric 3D model  
of a fence feature.
TRANS MOUNTAIN 2022 ESG REPORT
23
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
PROTECTING RESOURCES OF INDIGENOUS PEOPLES

⁵	From the first year that the expanded pipeline system is fully operational.
* CER 2018 data. https://www.cer-rec.gc.ca/en/data-analysis/energy-
markets/provincial-territorial-energy-profiles/provincial-territorial-
energy-profiles-alberta.html
SCOPE 2
Emissions by Electricity Generation Location
The vast majority of our Scope 2 emissions are 
generated in Alberta. We source electricity from the 
grid. In Alberta, most electricity is generated from 
natural gas and coal* while in British Columbia most 
electricity is generated from hydroelectric power.
SCOPE 1
Emissions by Source
The main source of our Scope 1 emissions is from 
the vapour combustion unit at our Westridge Marine 
Terminal. These emissions are generated in the  
process of loading vessels, see page 28.
The other significant sources of Scope 1 emissions  
are fleet vehicles and stationary combustion equipment 
(such as backup generators and fire pumps).
95%
of our GHG emissions are generated 
from purchased electricity since we 
use electrically driven pumps to move 
the fluid through the pipeline
2022
109,027
125,749
111,801
105,045
2020
2019
2021
WASHINGTON 
STATE
1%
ALBERTA
97%
BRITISH 
COLUMBIA
2%
103,556
tonnes of CO₂e
FLEET
30%
5,471
tonnes of CO₂e
STATIONARY
COMBUSTION
18%
EMISSIONS 
FROM VAPOUR 
COMBUSTION UNIT 
AT THE WESTRIDGE
MARINE TERMINAL
52%
We track and manage the greenhouse gas (GHG) 
emissions generated by our daily operations.  
Most of our emissions are indirect (also known as 
Scope 2) since we use electrically driven pumps  
to move the fluid through the pipeline.
GHG EMISSIONS REDUCTION PLAN
We support the Government of Canada’s stated goal to 
be net zero by 2050 and have set our own interim target 
to reduce 100,000 tonnes⁵ of CO₂e Scope 1 and Scope 2 
emissions by 2030 to support this ambitious goal.  
In order to meet this target, we plan to implement 
existing system efficiencies and innovations, decarbonize 
our energy consumption, and explore carbon credit and 
offset solutions. Read more on page 66 of this report. 
In 2022, we published our 2022 Emissions Reduction 
Plan to outline these targets, our approach and the key 
strategies we will implement to become net zero by 2050.
GHG EMISSIONS FROM OPERATIONS AND SOURCES
tonnes of CO₂e
GREENHOUSE GAS EMISSIONS
TRANS MOUNTAIN 2022 ESG REPORT
24
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
GHG EMISSIONS

EMISSIONS FROM CONSTRUCTION  
AND SOURCES
Building a pipeline generates emissions. As part of our 
regulatory approvals, we have committed to offsetting 
the two main contributors to construction-related 
emissions: fuel consumed by light and medium trucks 
as well as heavy machinery during construction, and 
land clearing activities (specifically, areas permanently 
cleared along the pipeline easement). We estimate 
that the Expansion Project will generate a cumulative 
one million tonnes of CO₂e during the complete 
construction period. The following activities help us 
measure, reduce and offset our emissions.
Fuel Consumption
We estimate our GHG emissions from fuel consumption 
using the methodology outlined in the National 
Inventory Report 1990-2017: Greenhouse Gas Sources 
and Sinks in Canada from ECCC (2019)⁶. GHG 
emissions from fuel consumption are assessed based 
on fuel type and class of vehicle or fuel purpose, both 
of which were used to select the appropriate emission 
factors for fuel combustion.
To help reduce emissions arising from fuel 
consumption, our contract for General Construction 
Contractors includes guidelines around anti-
idling (which are reinforced by our Air and Noise 
environmental protection rule), and the use of worker 
camps and shuttle services to minimize transportation 
to and from work sites.
⁶ https://publications.gc.ca/collections/collection_2019/eccc/ 
En81-4-2017-3-eng.pdf
⁷ CBM-CFS3; Kull et al., 2016
Land Clearing Activities
We estimate our GHG emissions from land clearing 
using the Canadian Forest Sector’s Carbon Budget 
Model⁷, a forest carbon modeling framework used to 
simulate all forest carbon stocks required under the 
international GHG reporting standards set by United 
Nations Framework Convention on Climate Change 
(UNFCCC) and the Kyoto protocol.
To place the new pipeline under the ground, we must 
first remove grasses, trees, and shrubs. There are 
emissions associated with removing trees because they 
store carbon. Some of this vegetation will be reclaimed 
to its original nature and some will be replaced with 
grasses to leave an adequate right-of-way to access 
the pipeline. These activities will reduce the impact on 
the environment. Where possible, non-merchantable 
timber and/or vegetation was diverted to co-generation 
facilities for power generation.
Offset Plan
We are committed to offset the GHG emissions 
generated by the construction project in Alberta and 
British Columbia over several years after construction is 
completed. High quality offsets compensate for project 
emissions through measurable emissions reductions 
elsewhere that are verified by independent third parties. 
We are working to develop an Expansion Project 
construction emission offset plan by the end of 2023. 
The plan will identify our process, criteria and principles 
and will also include a timeline for acquiring offsets.
TRANS MOUNTAIN 2022 ESG REPORT
25
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
GHG EMISSIONS

The main sources of non-GHG emissions are tank venting, construction-related combustion equipment, 
road dust, and chemical use. Emissions metrics from our storage terminals can be found in the performance 
table (see page 69). To reduce construction impacts, we are implementing best management practices and 
mitigation measures as described in our air emission monitoring plans and fugitive emissions monitoring 
plans. Some of our practices include reducing equipment idling, applying dust control measures (e.g. water) 
to dry ground, covering soil piles, and conducting regular street sweeping.
NEW AIR MONITORING SYSTEM
Ambient air quality monitoring programs monitor 
the combined effect of air quality emissions from the 
Expansion Project and existing emissions sources, 
including other pollutants of interest unrelated to our 
operations but common to the air shed.
In June 2022, we installed a new air monitoring system 
at our Westridge Marine Terminal followed by one at 
our Edmonton Terminal in November. We expect to 
complete similar systems at our Burnaby and Sumas 
terminals in 2023. Each station undergoes a period of 
required preliminary baseline data collection prior to 
introducing emissions from the expanded system. The 
monitoring program will continue after the expanded 
pipeline system becomes operational.
The four ambient air quality monitoring stations are 
best in class with respect to design, siting, reporting 
and technology. Each station is being specifically 
designed to suit environmental and seismic conditions 
at each location in Alberta and British Columbia as well 
as comply with current siting and exposure protocols 
from regulators. Using self-diagnostic technology, 
each station can measure its own performance and 
provide an alert if a component drifts outside of normal 
operating conditions.
AIR QUALITY
TRANS MOUNTAIN 2022 ESG REPORT
26
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
MARINE TERMINAL OPERATIONS
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY

Our Westridge Marine Terminal in Burnaby, British 
Columbia, receives third-party vessels (tankers 
or barges) that either export petroleum products 
from our pipeline; or import jet fuel from offshore. 
While the number of vessels handled each month 
fluctuates depending on market conditions, our 
terminal typically averages up to five tankers and 
three barges loaded with oil, and one or two barges 
unloaded with jet fuel each month.
As part of the Expansion Project, the marine terminal 
will be expanded from a single berth to a three-berth 
complex, with associated onshore facilities. Following 
the completion of the Project, the pipeline’s full  
capacity is expected to be 890,000 barrels per day.  
Up to 70 per cent of the capacity of the expanded 
system may be delivered to the Westridge Marine 
Terminal for shipment. This volume is equivalent 
to loading up to 34 partially loaded Aframax class 
vessels per month. Although this traffic level is a small 
incremental contribution to the overall traffic in the 
region, we acknowledge the role that the Expansion  
will play in increasing overall vessel traffic and 
associated concerns. We are working proactively to 
mitigate risks with suitable management systems and 
working with others to enhance safety, and prevent  
and respond to incidents.
We see our role as two-fold. First, we must safely 
and responsibly operate the expanded terminal, and 
second, we have a responsibility to continue building 
relationships to promote accountability and continuous 
improvement for the safety, efficiency and environmental 
performance of the marine regime. The next few pages 
explain how we carry out these responsibilities. 
RESPONSIBILITY IN MARINE  
TERMINAL OPERATIONS
MAKING PROGRESS: Witness the significant progress achieved 
on the Westridge Marine Terminal since the start of construction 
in 2018 in this timelapse video.
TERMINAL SAFETY
1
WORKING WITHIN THE  
ESTABLISHED MARINE  
SAFETY REGIME
6
SUPPORTING SPILL  
PREVENTION DURING 
VESSEL TRANSIT
7
SPILL RESPONSE AND  
PREPAREDNESS
8
PROTECTING MARINE LIFE  
AND BIODIVERSITY
9
ENGAGING WITH COMMUNITIES  
DURING THE EXPANSION PROJECT
10
VESSEL SAFETY
2
MANAGING EMISSIONS FROM  
THE MARINE TERMINAL
3
PREVENTING SPILLS 
DURING LOADING
4
GREEN MARINE
5
  Responsibly Operating Our Marine Terminal
  Our Role in Supporting the Marine Community
TRANS MOUNTAIN 2022 ESG REPORT
27
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
MARINE TERMINAL OPERATIONS

RESPONSIBLY OPERATING OUR  
MARINE TERMINAL
The terminal has a long record of safe and reliable 
operations. We will work to maintain that record by 
operating the terminal with the highest standards of safety 
and environmental protection. The following activities help 
us manage the direct impacts of our terminal operations:
1. Terminal Safety 
We operate the Westridge Marine Terminal in 
accordance with regulations established by the 
Canada Energy Regulator, Transport Canada, and 
other regulatory organizations. We have three tanks 
that store jet fuel at the facility. We meet applicable 
standards for maintenance, odour abatement, terminal 
lighting (light levels and directional lighting), and have a 
rigorous ongoing safety program. Firefighting capacity is 
in place which includes fire suppression and detection. 
All our employees are trained in operations, safety and 
emergency response procedures. We ensure regular field 
testing of our Westridge-specific emergency response 
plan, which includes response measures for spills on land 
or in the marine environment, and fire response plans.
2. Vessel Safety
Vessels calling at the Westridge Marine Terminal 
must pass various inspections, and meet the strict 
regulations established by the International Maritime 
Organization. Any vessel proposed to come to 
Westridge is first pre-screened by a Trans Mountain 
Loading Master to ensure criteria such as age, design, 
crew, vessel certificates, and operating history are 
reviewed well in advance of a vessel's scheduled arrival. 
Prior to the transfer of cargo at the Westridge dock, 
our loading master conducts a physical inspection 
of the vessel and ensures the vessel and its crew are 
prepared for a safe loading. The Loading Master stays 
aboard the tanker throughout the loading process to 
monitor the vessel and its crew and to ensure efficient 
communication between the terminal and the vessel.
Safe navigation is critical to the prevention of incidents 
involving vessels calling at our marine terminal or in the 
commercial waterways of the Salish Sea. Navigation 
safety is particularly crucial during construction given 
the additional vessels and activity on water near the 
terminal. We placed a floating marine construction 
safety fence around the main construction area which 
is fundamental part of our navigation safety program 
at the Westridge Marine Terminal to maintain safe 
separation between active construction and the public 
waterway. In 2022, we adjusted the fence design 
to address feedback from the port authority and 
local marine pilots and to minimize the potential for 
interactions with birds.
3. Managing Emissions from the Marine Terminal
The process of filling a marine vessel with oil leads 
to the generation and displacement of hydrocarbon 
vapours or gases from within the vessel’s cargo tanks. 
As a direct release of those gases into the atmosphere 
would be detrimental, we capture and destroy them 
in a Vapour Combustion Unit (VCU). As part of the 
Expansion Project, we will install two new Vapour 
Recovery Units (VRUs) which should capture nearly all 
the vapours associated with ship loading and reinject 
them into the vessel. Increased traffic might result in 
increased overall emissions from the terminal. In 2022, 
we completed installation of the two VRUs as well as a 
backup VCU. 
WESTRIDGE TERMINAL GHG EMISSIONS  
VS VOLUME LOADED (HISTORICAL DATA) 
GHG emissions (tonnes CO₂)	
volume loaded (million m³) 
GHG emissions from the Westridge Marine Terminal fluctuate with the 
volume of product we load onto vessels each year.
The Trans Mountain Project, right from 
the beginning, started thinking about 
the impacts on the marine environment. 
They did a lot of listening. They reached 
out to a lot of networks of people 
including those in the industry, those 
in local communities, and those in First 
Nations along the route of the shipping 
channel. And you could tell that it was 
listening and then trying to find solutions 
that would be substantive. And it actually 
invested in developing the networks so 
that the solutions could be found. …That 
effort to build those capabilities wasn’t 
something that the Trans Mountain 
Expansion Project was required to do by 
regulation, but chose to go above and 
beyond the regulatory requirements that 
the Project was bound to implement.
ROBERT LEWIS-MANNING, 
PRESIDENT, CHAMBER OF SHIPPING
PROVIDING UPDATES ON MARINE 
ACTIVITIES
We are committed to providing updates on marine 
spill response enhancements, commitments, 
conditions, and Indigenous participation.  
In 2022, we continued to offer our semi-annual 
marine progress report to provide updates on 
marine activities and key marine commitments 
and conditions related to the Expansion Project.
Scope 1 and Scope 2 emissions
,
6,000
3,000
0
4.0
0.0
2019
2018
3.5
5,348
1,908
2,987
2,777
2,880
1.2
2.3
2.0
1.8
2020
2021
2022
Volume loaded
TRANS MOUNTAIN 2022 ESG REPORT
28
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
MARINE TERMINAL OPERATIONS

4. Preventing Spills During Loading
We have been safely loading third-party vessels with 
petroleum products at the Westridge Marine Terminal 
since 1956. Preventing marine spills is critical because 
they would have detrimental effects on the marine 
environment and require significant resources and 
effort to clean up.
	– We have a strong oil pollution prevention plan, 
reviewed by Transport Canada, and deploy 
numerous resources as part of the plan.
	– At any given time, there is only a small amount of oil 
in the terminal piping and the integrity of such piping 
is regularly checked as part of our pipeline asset 
integrity program.
	– For oil transfers between the terminal and vessels, 
we plan and carefully manage this procedure 
applying international best practices, under close 
supervision of our operators, our Loading Master 
and the vessel officers and crew.
	– We take special efforts to prevent any oil that might 
enter the water from spreading over a larger area by 
having pre-deployed an operational oil spill boom 
(i.e., a containment barrier) surrounding every tanker 
during loading.
5. Green Marine
Green Marine is a voluntary environmental certification 
program for the marine industry which encourages its 
participants to reduce their environmental footprint 
by taking concrete actions across 14 performance 
indicators. The 390 members and supporters include 
ship owners, ports, terminals, shipyards, and seaway 
corporations. As a terminal participant since 2013, the 
Westridge Marine Terminal undertakes a self-review of 
its performance with respect to environmental issues 
related to air, water, soil quality and community relations 
annually, and is subject to an external verification 
every two years by Green Marine. In March 2022, 
we undertook the self-review and maintained our 
certification at Level 3.
PERCENTAGE OF PARTICIPANTS WITH AN AVERAGE 
AT OR ABOVE LEVELS 1, 2, 3, 4 AND 5
Per cent
Green Marine scoring captures performance in GHG, air pollutants,  
spill prevention, community impacts, environmental leadership, and waste 
management. A score of 3 means that we have integrated systems to 
manage and quantify those impacts. Note that 1 is the lowest level and  
5 is the highest.
OUR ROLE IN SUPPORTING THE  
MARINE COMMUNITY
Our pipeline and terminal play a crucial role in 
connecting Canadian producers with customers 
around the world. We will continue to provide value 
by performing this role, as well as being an advocate 
of safety and enhanced stewardship in the marine 
community. Some of our activities that support safe 
marine traffic are:
6. Working Within the Established Marine  
Safety Regime
Our practices and procedures conform to the 
established regional marine safety regime, a robust  
set of risk controls for all traffic and for oil tankers.  
We work with the many significant stakeholders and 
rights-holders (both national and international) including 
Transport Canada, the Canadian Coast Guard, the Pacific 
Pilotage Authority, the United States Coast Guard, pilots, 
marine service providers, shipping organizations, other 
terminals, coastal communities, and Indigenous Peoples.
,
50
0
2
>1
12
41
27
18
2
3
4
5
Westridge
Marine Terminal
3
TRANS MOUNTAIN 2022 ESG REPORT
29
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
MARINE TERMINAL OPERATIONS

7. Supporting Spill Prevention During Vessel Transit
Spillage of oil from a tanker is the owner’s responsibility. 
Trans Mountain is responsible for all spills and releases 
from our pipelines or facilities. However, we recognize 
concerns about oil spills to marine waters and have 
taken active steps to contribute to marine safety and 
spill prevention and response.
VESSEL ACCEPTANCE PROCESS  Our vessel acceptance 
standard outlines the criteria vessels should meet 
before they can use our marine terminal. We carry out 
pre-screening of all vessels and reserve the right to deny 
vessels access to our marine terminal if standards are 
not met. To prepare for the commencement of service 
for the expanded pipeline system and increased vessel 
traffic calling at the Westridge Marine Terminal, we 
updated both the Vessel Acceptance Standard and  
our Westridge Marine Terminal Regulations and 
Operations Guide.
EXPANDED TUG ESCORT ROUTE  We have helped to 
improve tug use and escort procedures for tankers 
by financing studies and funding training programs 
for marine pilots and tug masters who will take each 
vessel through Canadian waters and to and from berths 
at Westridge. As a condition of vessel acceptance 
post-Expansion, we intend to require our shippers 
(customers) to use escort service for all crude oil loaded 
tankers for the expanded shipping route between our 
terminal in the Burrard Inlet and the Pacific Ocean, 
including the Strait of Juan de Fuca where no such 
escort of vessels happens today. The additional tugs 
necessary for this expanded service are possible 
because of the financial commitment of our shippers 
and will increase and further strengthen the marine 
safety regime to benefit all vessel traffic in the region.
INCREASED RESPONSE CAPABILITIES  Trans Mountain 
is a shareholder and founding member of Western 
Canada Marine Response Corporation (WCMRC). 
WCMRC is funded through fees charged on every barrel 
of oil transported across a dock on Canada’s West Coast, 
including oil transported at our marine terminal. 
Our contributions have supported establishing and 
maintaining this highly capable oil spill response 
organization. In the event of a spill, fast and effective 
response enables rapid containment and prevents 
more widespread impacts.
15
members of Beecher  
Bay First Nation are 
receiving training to  
work on the escort tugs
STRENGTHENING MARINE SAFETY 
WHILE SUPPORTING INDIGENOUS 
EMPLOYMENT
In a competitive process facilitated by 
Trans Mountain, KOTUG Canada was awarded 
the long-term agreement to provide and operate 
two dedicated escort tugs for tankers loaded 
at the Westridge Marine Terminal. To meet 
its commitments to Trans Mountain and our 
shippers regarding Indigenous involvement 
and procurement, KOTUG Canada is training 
15 members of Sc'ianew First Nation in Beecher 
Bay to work on the vessels. Two women from 
Beecher Bay First Nation who completed their 
initial Bridge Watch training are now working 
for KOTUG Canada offshore in the North Sea as 
part of a program to obtain their sea time. Once 
their training is complete, they will return to their 
community and apply their experience on the tugs.
KOTUG Canada also has an agreement with WCMRC to provide a dedicated 
offshore supply vessel equipped for 24/7 oil spill response services to support 
the protection of the Salish Sea including the Juan de Fuca Strait. The vessel is 
anticipated to be the largest tug vessel on Canada’s western coastline.
TRANS MOUNTAIN 2022 ESG REPORT
30
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
MARINE TERMINAL OPERATIONS

8. Spill Response and Preparedness
Even though each vessel is responsible for their own 
cargoes and spills, we acknowledge the role that the 
terminal expansion plays in increasing tanker traffic and 
supported the investment of more than $150 million in 
advance funding to increase the response capabilities 
of the WCMRC. WCMRC is the only Transport Canada- 
certified marine responder on Canada’s West Coast. 
By working with them to dramatically increase their 
capacity we are helping to improve spill response along 
the entire shipping route. In 2022, 40 of the 44 new 
response vessels were delivered, WCMRC hired 119 of 
the 123 new full-time positions, and significant progress 
was made on the construction of the six new marine 
spill response bases. Read more.
Westridge Marine Terminal is an important part of  
our emergency preparedness and response planning.  
We have taken precautions to be able to respond rapidly 
in the event of an emergency, such as comprehensive 
training for our employees and maintaining enough 
equipment to be self-sufficient to respond to emergencies 
for the first six hours (read more about Trans Mountain’s 
emergency response program on page 17).
9. Protecting Marine Life and Biodiversity
From the beginning, we recognized our responsibility  
to mitigate the effects of the Expansion Project on 
marine life, including marine mammals such as the 
Southern Resident killer whale, and our contributing 
role of working with industry and stakeholders to  
apply mitigations to the greatest extent possible.  
In 2022, we formalized our Marine Mammal Protection 
program for engagement with Indigenous groups, 
shippers and marine stakeholders. 
The program outlines, (1) the mitigations and activities 
within our control which can address the various threats 
to marine mammals and, (2) the measures we are 
undertaking to support best practices and influence the 
conduct of vessel operations which may also minimize 
these threats and/or contribute to marine mammal 
conservation overall. We have committed to work with 
third-party marine vessels calling at our terminal in the 
program’s implementation.
10. Engaging with Communities During the 
Expansion Project
Our commitment to engaging with communities during 
the Expansion extends to the marine communities, local 
and Indigenous, as far as the West Coast of Vancouver 
Island. We acknowledge our influence as a responsible 
member of the shipping sector and we aim to foster 
mutually respectful relationships based on trust. One 
example of such relationships is WCMRC and KOTUG 
Canada’s partnerships with the Sc’ianew (Beecher Bay) 
First Nation, to provide support vessel services out of a 
new base located in Beecher Bay on Vancouver Island. 
All parties have shared values of protecting the marine 
environment, building capacity and growing local 
economies for many years. To learn more about this 
partnership watch this video:
BEECHER BAY MARINE PARTNERSHIPS:  
Learn about the WCMRC spill response base 
and tug escorts located in Beecher Bay.
We started having a growing relationship, 
sort of a mutual understanding of what’s 
going on. The Trans Mountain people 
understood that we’re not oil advocates, 
we’re ocean protection advocates and 
we need each other to protect the ocean. 
And our conversations started getting 
better and better and better.
Now we’ve got a full toolbox with ships, 
trained people, the science around how 
to protect and I guess the education on 
how to deploy those booms and when to 
deploy those booms.
CHIEF RUSS CHIPPS, 
SC’IANEW FIRST NATION (BEECHER BAY)
TRANS MOUNTAIN 2022 ESG REPORT
31
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
MARINE TERMINAL OPERATIONS

FISH
SPECIES
Rockfish, Salmon
The Westridge Marine Terminal is in the vicinity of  
a rockfish conservation area. To offset the alteration  
of fish habitat, Trans Mountain is establishing a rock  
reef complex in a designated area on the west side  
of the terminal.
Rock reefs are submerged rock outcrops with varying 
relief, that create refuges for smaller fish and surface 
area for algae to grow.
The rock reef complex will be constructed on the 
seafloor using heavy equipment to place crushed 
bedding rock, rock mattresses, and reef rock.  
The 10,400 m2 complex includes 4-5 metre gaps 
between the square reefs to encourage water 
circulation and an expanded toe berm reef to provide 
stability, prevent slumping and form rocky habitats  
for fish and invertebrates. We engaged Indigenous 
groups and environmental stakeholders in the design  
of the complex.
After the project is completed, we plan to monitor for a 
five-year period to verify that the reefs were colonized, 
populated and productive.
SEALS
SPECIES
Harbour seals, Herring, Salmon, and other aquatic life
To reduce our impact on aquatic species, we have been 
using specialized underwater deterrent systems during 
construction of the Westridge Marine Terminal. The 
deterrents, known as Acoustic Fish Deflection (AFD), 
use a series of underwater light flashes and sounds 
to deter seals and fish from entering areas where 
active construction activities are taking place. There 
are different systems with specific sound frequencies 
for the type of wildlife to be deterred (one for fish, one 
for seals). The frequency levels of the AFD system are 
gentle on all marine life, including fragile fish.
To help protect fish and marine mammals near 
construction activities we also have a comprehensive 
marine mammal observation program that ensures 
construction activities are stopped if marine mammals 
are in the immediate area.
BIRDS
SPECIES
Marine birds such as Canada Geese, Glaucous-winged gull, Barrow's 
goldeneye, Pelagic cormorant, Great blue heron, Pacific loon, Western 
grebe, Belted kingfisher, and Bald eagle
Over the course of construction at the Westridge 
Marine Terminal, we have implemented several 
mitigation measures to prevent marine birds from 
becoming entangled in the floating marine construction 
safety fence that surrounds the marine work area. 
We have worked closely with the on-site Indigenous 
Monitor in the selection and implementation of these 
measures, some of which include: stainless steel disks 
that reflect light to increase the visibility of the safety 
boom to birds; spike strips to deter birds from landing 
on the safety boom; acoustic deterrents and bald eagle 
decoys to deter birds from flying close to the safety 
boom; and custom-fabricated landing posts that afford 
birds the opportunity to land in safe areas.
We also use coyote decoys that we regularly reposition 
along with a scent deterrent to help deter marine birds 
from landing and nesting on the barges used  
for construction.
We continue to take an adaptive management 
approach to mitigating potential effects to marine 
birds. We regularly evaluate the efficacy of installed 
mitigations, adapt mitigations to increase efficacy,  
and implement additional measures as required.
SUPPORTING BIODIVERSITY DURING MARINE TERMINAL CONSTRUCTION
Our goal is to keep all wildlife safe during construction of the Westridge Marine Terminal. Some of the mitigation measures  
we undertook to support biodiversity in 2022, include:
We use coyote decoys along with a scent 
deterrent to help deter marine birds from landing 
and nesting on the barges used for construction.
TRANS MOUNTAIN 2022 ESG REPORT
32
TCFD
GOVERNANCE
SOCIAL
APPROACH
OVERVIEW 
APPENDICES
GHG EMISSIONS
PROTECTING RESOURCES OF INDIGENOUS PEOPLES
EMERGENCY PREPAREDNESS 
ASSET INTEGRITY
ENVIRONMENT
BIODIVERSITY
AIR QUALITY
MARINE TERMINAL OPERATIONS

Indigenous communities, 
neighbours, governments 
and local communities play 
an important role in how 
we conduct our business. 
Our success depends on 
earning the trust, respect 
and cooperation of all 
community members.
  
NEAR CLEARWATER, BC
Our pipeline goes through 
Clearwater, British Columbia 
(pictured).
SOCIAL
TRANS MOUNTAIN 2022 ESG REPORT
33
TCFD
GOVERNANCE
ENVIRONMENT
APPENDICES
APPROACH
OVERVIEW 
SOCIAL
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES
I&D
SAFETY

Our first priority is to protect the health and safety of our employees, contractors, and the public.  
With more than 500 employees and 1,760 individual contractors working directly with, or on behalf of,  
Trans Mountain, this is a critical and ongoing mission. We care about the safety and well-being of our  
people, not only for their safety, but the safety of others in the community and for the environment.  
This is why we have stringent safety standards, high expectations of our contractors, and are always  
working to improve our safety practices.
SAFETY ACTIVITIES
To continue improving our safety performance, we 
implement a variety of safety initiatives including:
Green Hand Mentoring Program
Our new and young worker (Green Hand) program 
identifies and supports employees who are young 
or inexperienced. This includes workers of any age 
who are new to Trans Mountain, have limited or no 
experience in their new role, and workers who have 
been relocated where the hazards are different from 
their previous workplace. These workers are typically 
unfamiliar with processes, facilities, and job routines, 
and may be reluctant to ask questions. The program 
provides additional support and training, including a 
mentor, constant evaluations and feedback, and a final 
review before the worker can perform any non-routine 
work or high-risk activities. In 2022, we mentored 36 new 
hires, including five field-based summer students.
Life Saving Rules
Across Trans Mountain we use Energy Safety Canada’s 
Life Saving Rules, which are concise, easy-to-remember 
rules aimed at preventing serious injuries and fatalities. 
They remind workers of the most hazardous work 
situations in our industry (heights, confined spaces, hot 
work, line of fire, energy isolation, and driving) and set 
mandatory expectations for having a work authorization, 
respecting safety controls, and being fit for duty. We 
also adopted an additional rule, Damage Prevention, 
to address activities that have the potential to cause 
pipeline damage. To help embed the rules into all our 
safety standards and processes, we provide corporate-
wide online training on a three-year training cycle.
Senior Leadership Field Safety Visits
During these visits our senior leaders (directors and 
above) go out to the field to interact with coworkers, 
discuss safety (including through one-on-one 
meetings), and identify things that are working well 
and could be improved. Our senior leaders completed 
42 safety visits in 2022. These visits have made a 
positive contribution to our strong safety culture.
Safety Recognition Program
In 2022, we further expanded our Safety Recognition 
program to include all U.S. contractors for our Puget 
Sound pipeline system. The program now includes 
all employees and operational contractors across 
Trans Mountain. The program has been very well 
received and allows workers to be nominated for good 
performance related to our safety program, rules, and 
standards. Awards include gift cards and a quarterly 
draw for those who have submitted a hazard or near 
miss report.
EMPLOYEE INJURY RATES
injuries per 200,000 hours worked
Our employee injury rates increased in 2022 due to a few low potential 
injuries and one lost time injury due to a slip and fall on icy terrain. Read 
about our safety activities on this page. 
The vast majority of our employees work in our day-to-day operations.
EMPLOYEE AND CONTRACTOR SAFETY
0.70
0.00
Recordable injury rate
2019
0.00
0.00
0.59
0.47
0.23
2020
2021
2022
Lost time injury rate 
TRANS MOUNTAIN 2022 ESG REPORT
34
TCFD
GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES
I&D
SOCIAL
SAFETY

EXPANSION PROJECT SAFETY 
Some of our safety challenges on the Expansion Project 
include the complexity of construction logistics, steep 
slopes and mountainous terrain, amount and size of 
equipment, multiple general construction contractors, 
high number of individuals required on site and sheer 
numbers of hours worked. As such, we need to be 
exceptionally vigilant and rigorous in the application  
of our safety practices by the contractors.
Our Safety Strategy
We center our safety strategy on six focus areas:
1. MANAGE HAZARDS AND HIGH-RISK ACTIVITIES   
To support this focus area, we established executive 
and contractor safety committees, asked our major 
contractors to complete a safety culture assessment, 
and developed leading indicator frequency key 
performance indicators (KPIs) and targets to support 
hazard identification. We also improved our inspection 
and compliance processes and implemented a risk 
assessment control validation process.
2. FOCUS ON SIGNIFICANT INJURIES AND FATALITY 
PREVENTION  We use Energy Safety Canada’s  
Life Saving Rules, in conjunction with our own best 
practices. In 2022, we maintained high awareness of 
the rules and continued to perform trend analyses of 
positive and negative rules observations. When a Life 
Saving Rule is not conformed to, we track each non-
conformance (or gap). In 2022, the Expansion Project 
tracked a ratio of 296 positive observations (times the 
Life Saving Rules are being followed) to one non-
conforming one (a gap). Examining trends in these 
gaps allows us to direct our efforts and action plans 
where they are likely to have the most impact. We also 
conducted more than 12,500 focused inspections, 
these included our Life Saving Rules. We have damage 
prevention standards in place and deliver detailed 
damage prevention training.
3. ENCOURAGE POSITIVE SAFETY BEHAVIOURS  In 2022, 
we continued our Safety Recognition program for the 
Expansion Project. The program rewards both acts of 
great safety leadership and good safety calls made in 
difficult circumstances. More than 400 rewards were 
distributed to employees and contractors in 2022.
12,500
focused inspections 
conducted in 2022 on  
the Expansion Project
PREPARING FOR COMMISSIONING
In 2022, to prepare for the Expansion Project 
coming into service, we formed a joint team 
between our Health and Safety group and the 
Expansion Project’s commissioning team. The 
joint team developed a guidebook outlining how 
our safety standards would be integrated into 
a new facility as each one came into service. In 
November 2022, the team successfully used the 
guidebook during the commissioning of the Black 
Pines pump station (read more on page 6).
TRANS MOUNTAIN 2022 ESG REPORT
35
TCFD
GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES
I&D
SOCIAL
SAFETY

4. BUILD A ‘SPEAK-UP’ CULTURE  We completed several 
initiatives to provide a psychologically safe space for 
people to report safety concerns, issues and incidents, 
including improving our messaging in orientations and 
bulletins, and recognizing ‘stopping unsafe tasks’ in 
our Safety Recognition program. Over the past year, we 
have observed an increase in the number of incidents 
and near misses reported, suggesting a strong 
reporting safety culture where people feel comfortable 
bringing concerns forward.
5. IMPROVE SAFETY COMMUNICATIONS INTERNALLY AND 
WITH CONTRACTORS  We maintain a Health and Safety 
Hub electronic repository for safety information, provide 
a weekly health and safety email to all Trans Mountain 
and contractor staff, and focus on transparent, timely 
and accurate reporting of incidents and near misses. 
In 2022, we created a Safety Portal specifically for 
our individual field contractors, enabling them to 
more quickly and easily access our safety information 
while in the field. Another way we have improved 
discussion around safety is through our regular 
sponsorship meetings. During these monthly meetings, 
Expansion Project leadership gathers with our General 
Construction Contractors’ leadership to review safety 
statistics, discuss any areas of concern and formulate 
improvement plans.
6. ENGAGE SENIOR LEADERSHIP  We developed a 
Leadership Safety Engagement procedure and 
established a minimum of one activity per quarter 
for each senior leader covering all spreads and key 
facilities. Our senior leaders completed 236 safety 
activities on the Expansion Project in 2022. We also 
developed an inspection tool app and dashboard 
for senior leaders to document key field interactions. 
To encourage a similar level of leader engagement 
from our contractors, they are required to include a 
leadership field safety engagement procedure in  
their plans.
CONTRACTOR INJURY RATES
injuries per 200,000 hours worked
Our recordable injury rates decreased from 2021 to 2022, which shows a 
considerable improvement over 2021.
The vast majority of our contractors work on the Expansion Project.
0.70
0.00
Recordable injury rate
2019
0.43
0.03
2020
2021
2022
Lost time injury rate 
0.52
0.58
0.52
0.03
0.05
0.04
TRANS MOUNTAIN 2022 ESG REPORT
36
TCFD
GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES
I&D
SOCIAL
SAFETY

We strive for an inclusive and diverse workplace that is supportive of all employees and contractors. 
We believe that diverse viewpoints and cultural knowledge enrich our organization’s collective cultural 
understanding, build trust, reduce turnover, improve innovation, and create a positive environment  
where our people can thrive.
As a federally regulated company, we comply with 
the Employment Equity Act. The Act requires us to 
engage in proactive employment practices to increase 
the representation of four designated groups: women, 
people with disabilities, Indigenous people, and 
visible minorities. We survey our Canadian workforce 
to allow for self-identification, and develop an annual 
employment equity report detailing representation of 
the designated groups, rates of hiring, promotions, 
and terminations. The report also outlines our efforts 
around policy review, and training and awareness 
initiatives. In 2022, we also completed a preliminary 
strategy to comply with the federal Pay Equity Act and 
adjusted our internal systems to track pay gaps for 
the four designated groups in order to meet federal 
employment equity requirements.
DESIGNATED GROUPS
2019
2020
2021
2022
Indigenous people
1.8%
1.8%
2.7%
3.5%
People with disabilities
0.3%
0.3%
1.1%
0.8%
Visible minorities
13.1%
13.8%
15.3%
13.5%
Women
28%
29%
29%
30%
Employee-only data. Percentages are based on self-disclosed data.
To better understand our applicant pool, we have implemented an Applicant 
Tracking System which offers candidates the ability to voluntarily disclose 
their gender, if they are Indigenous, are a visible minority, or have a 
disability. We continue to work to increase the representation of designated 
groups in our workforce. Read more about our efforts related to:
	–
People with disabilities
	–
Indigenous people
INCLUSION AND DIVERSITY INITIATIVES 
We seek to develop and promote initiatives that raise 
awareness, identify and remove barriers, and create 
workforce learning opportunities that support diversity 
and inclusion. Some of our inclusion and diversity-
related initiatives over the past year include:
Enabling More Flexible Work
In 2022, we achieved our target to train more than 
70 per cent of our leaders to support effective 
leadership in a hybrid work environment. We also 
implemented “Where We Work” our flexible work policy 
that outlines three position-based work arrangement 
options (office-first, flexible, or remote-first) in order to 
better support business and individual needs.
Improving Accessibility
We understand the importance of fostering an 
accessible and welcoming work environment.  
In 2022, we published our first Accessibility Plan 
to demonstrate our commitment to upholding the 
requirements outlined in the Accessible Canada Act. 
We are integrating this accessibility legislation into  
our company policies, procedures, and programs.  
The plan documents our current initiatives and outlines 
our future approach to improve opportunities for people 
with disabilities and become more inclusive.
WOMEN AT VARIOUS LEVELS
per cent
Employee-only data.
To increase women in leadership roles, female candidates are represented 
in the selection process and female representation is included on the 
interview panel. Internally, we are also tracking women who have applied for 
supervisory roles to understand trends in this area.
50%
of our Board members  
are women
INCLUSION AND DIVERSITY
60
0
28
2019
2022
2020
2021
Total workforce
Managers
Executive Leaders
Board members
30
25
33
27
42
33
50
TRANS MOUNTAIN 2022 ESG REPORT
37
TCFD
GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES
SAFETY
SOCIAL
I&D

PROVIDING TRAINING AND  
INCREASING AWARENESS
We provide opportunities for our employees to openly 
discuss harassment, discrimination, unconscious bias 
and mental wellness. Doing so raises awareness about 
these topics and how they impact the development of 
an inclusive workplace. Examples include:
Harassment and Violence Prevention
Our Harassment and Violence Prevention Policy 
reinforces our commitment to a work environment free 
from harassment, bullying, discrimination and violence 
for all our employees. Training is provided to all new 
employees within three months of starting employment 
as part of on-boarding training. All employees are 
required to receive this training at least once every three 
years. Additional training is also provided to employees 
new to leadership roles at least once every three years. 
We maintain a joint worker management health and 
safety committee that meets monthly and covers all 
requirements under the Canada Labour Code. We also 
maintain a subcommittee responsible for reviewing and 
addressing any harassment and violence issues, related 
actions or complaints on an ongoing basis.
Unconscious Bias
To expand awareness about biases and how they can 
influence leaders’ decisions, we offer an unconscious 
bias module as part of our Foundations of Leadership 
training that we hold twice per year. We also  
include unconscious bias awareness training in  
our Operations Supervisor Training program.
Mental Health and Wellness
In 2022, we offered several education sessions  
to all employees. The sessions included “Building 
Resilience in Uncertain Times”, “Introduction to 
Mindfulness”, “Seasonal Affective Disorder (SAD)”  
to help explain this disorder and its impact on mental 
health, and “Joy, Grit and Resilience” to help people 
understand the impacts of COVID-19, coming back 
to the office and reconnection. We also maintain a 
wellness page on our intranet that is accessible by all 
employees where we highlight a different wellness 
topic each month. Our goal is to ensure employees 
from diverse backgrounds have access to programs 
that support their full participation in the workplace 
and their psychological well-being at work.
STANDING AGAINST BULLYING
We supported Pink Shirt Day on February 23  
by encouraging all colleagues to wear pink  
and through the purchase of 250 official pink  
shirts shared with employees and contractors. 
We also provided information on how to stand 
against bullying and harassment and where to  
turn for help. Pink Shirt Day began in 2007 when  
a student in Nova Scotia was bullied for wearing a 
pink shirt to school. It has since been recognized 
annually worldwide as a day to stand against bullying.
TRANS MOUNTAIN 2022 ESG REPORT
38
TCFD
GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES
SAFETY
SOCIAL
I&D

BUILDING OUR AWARENESS OF  
INDIGENOUS CULTURE AND HISTORY
We are committed to building and maintaining a 
workforce that embraces diversity, cultural awareness 
and inclusion. We seek to provide everyone at 
Trans Mountain the opportunity to enhance their 
understanding of Indigenous culture and history in 
order to start their own journey toward reconciliation.  
Our efforts included:
Indigenous Awareness Training
In November 2022, we launched our Indigenous 
cultural awareness training course—The Journey  
from Competency to Cultural Safety—and as of 
March 31, 2023, 2,147 individuals have completed the 
course. The 45-minute self-directed eLearning course 
is mandatory for all employees and contractors and was 
developed in collaboration with an Indigenous-owned 
communication and design agency, Nahanee Creative. 
The course contains four chapters covering the 
foundation of cultural awareness, the ability to commit 
to cultural safety, Canada's historical and changing 
relationship with Indigenous Peoples, and the calls 
to action and human rights as they relate to Canada's 
Truth and Reconciliation Commission (TRC) and the 
United Nations Declaration on the Rights of Indigenous 
Peoples (UNDRIP). The goals of the course are to:
	– Create awareness and understanding of our  
own bias and beliefs and how we can better 
understand Indigenous culture and ensure a  
safe and non-discriminatory workforce.
	– Have all employees and contractors familiarize 
themselves with Trans Mountain's Indigenous 
Relations Policy and our commitment  
to reconciliation.
	– Provide the tools, training and resources to  
better educate our workforce.
Celebrating Indigenous History
In honour of National Indigenous History Month,  
we shared weekly articles with employees throughout 
the month of June to help expand our knowledge on  
the history of Indigenous Peoples in Canada.
Reflecting on Reconciliation
On June 21, in recognition of National Indigenous 
Peoples Day, we hosted a virtual session, “Business 
in the Age of Reconciliation” with guest speaker Keith 
Matthew, CEO Seklep Business Services and former 
Chief of Simpcw First Nation. During his presentation, 
Keith shared his thoughts and opportunities for 
business during the time of reconciliation. He 
recounted his recent trip to the Vatican and provided 
guidance on how individuals could embark on their  
own journey of reconciliation.
Understanding Colonial Narratives and Impacts
In recognition of the National Day for Truth and 
Reconciliation on September 30, we hosted a virtual 
session, “Sharing our Stories, Sharing our Futures”  
with guest speaker Ta7talíya Nahanee, CEO of Nahanee 
Creative. Ta7talíya is a creative advocate and educator 
who focuses on catalyzing social change to transform 
colonial narratives and impacts. During the session, 
she shared her thoughts on Truth and Reconciliation 
and explained her work developing cultural awareness. 
We also distributed moose hide pins and shared 
information on the Moose Hide Campaign, a grassroots 
movement of Indigenous and non-Indigenous men and 
boys who are standing up against violence towards 
women and children.
Understanding and Expressing  
Land Acknowledgments
The history of land acknowledgements can be found 
in Indigenous tradition and protocol, as a way for 
individuals to show their respect and express gratitude 
for a community or place. Acknowledging Indigenous 
Peoples and their traditional lands is an expression 
of respect and an act of reconciliation. It recognizes 
the past, present and future of a particular location, 
and our efforts to further understand our own place 
within that history. Land acknowledgements are a 
vital part of conducting our business in a culturally 
appropriate way. In 2022, Trans Mountain adopted its 
first Land Acknowledgement Policy and provided a 
training module to help our employees and contractors 
understand and implement the policy. We also offered 
supplemental training for teams or individuals who 
wanted to learn more about how to implement the policy.
HONOURING RESIDENTIAL  
SCHOOL SURVIVORS
To commemorate the history and legacy of 
residential schools in Canada and to honour the 
survivors and their communities, we participated  
in Orange Shirt Day across Trans Mountain.  
We provided stories, resources and distributed 
a template to develop a Personal Reconciliation 
Action Plan for all staff. Colleagues were 
encouraged to wear orange shirts purchased 
through the Orange Shirt Society, a non-profit 
organization based in Williams Lake, BC, where 
Orange Shirt Day began in 2013.
Simpcw Resources LLP, Trans Mountain, Ledcor, and Chinook Cove 
Contracting travelled the Expansion Project corridor ​through Simpcw 
Territory in support of their respective workforces, handing out high 
visibility orange safety shirts for Orange Shirt Day.
TRANS MOUNTAIN 2022 ESG REPORT
39
TCFD
GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES
SAFETY
SOCIAL
I&D

Through the course of our daily operations, we have formed relationships with numerous Indigenous 
communities and groups. In Alberta, the existing pipeline system spans the traditional territories of  
Treaty 6, Treaty 8, and the Métis Nation of Alberta (Zone 4). In British Columbia, the system crosses  
many traditional territories and 15 First Nation reserves. Trans Mountain respects the values,  
culture, and rights of Indigenous groups within whose territory we operate. 
For the Expansion Project, we only cross reserve  
lands with the consent of the First Nation.
We endeavour to identify areas where we can provide 
opportunities for Indigenous Peoples. We also hope 
to leave a positive legacy that endures beyond the 
Expansion Project; that Indigenous communities are 
in a more sustainable position than when we first 
engaged with them. The following are some of the  
ways we strive to build strong relationships and provide  
long-term benefits for Indigenous communities.
OUR ROLE IN RECONCILIATION
Reconciliation with Indigenous Peoples requires 
ongoing dialogue and collaboration among 
governments, businesses, communities, and individuals. 
Trans Mountain is playing a role by working to develop 
lasting and respectful relationships and improving 
economic opportunities for Indigenous communities. 
For more than 15 years we have been contributing 
to Indigenous business development, employment, 
education and training, capacity building, and creating 
legacies for Western Canadian Indigenous communities.
In acknowledging the long-term impacts of the 
residential school system, we aim to provide support to 
Indigenous communities in a meaningful way through 
donations to both the Indian Residential School Survivors 
Society and the Kamloops Aboriginal Friendship Society. 
Our efforts to support the healing and recovery process 
with the communities along our pipeline and marine 
corridors continues. Learn about how we recognized and 
reflected on our shared history with Indigenous Peoples 
by honouring National Indigenous Peoples Day and the 
National Day for Truth and Reconciliation on page 39.
At Trans Mountain, we will continue to do our part to 
advance reconciliation with Indigenous communities. 
As an important step in this process, we are working 
to establish an external Indigenous Advisory Council 
in 2023 to provide advice to our leadership team and 
guide our reconciliation efforts. In conjunction, we are 
developing our first Indigenous Reconciliation Action 
Plan that we expect to publish in 2023, which will 
contain elements of economic reconciliation. In 2022, 
we created a Reconciliation Task Force composed 
of 12 members (including alternates) who are both 
employees and contractors from across the company 
to provide feedback on the development of our 
Reconciliation Action Plan as well as other initiatives. 
We recognize that how we move forward will shape  
our collective experience and we remain committed  
to building a brighter shared future.
RELATIONSHIPS WITH  
INDIGENOUS COMMUNITIES
When I first started talking to them,  
I let them know to come walk with our 
people, to find out why we look after the 
things the way we do. They listened. 
They listened and they didn’t move on 
anything until they understood what was 
going to need to be taken care of. The 
[Expansion Project] empowered our 
people to understand how they were 
going to take care of themselves.
ELDER CLEM SEYMOUR, 
FORMER CHIEF, SEABIRD ISLAND BAND
TRANS MOUNTAIN 2022 ESG REPORT
40
TCFD
GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
I&D
SAFETY
SOCIAL
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES

INTENTIONAL AND RESPONSIVE 
ENGAGEMENT
We seek to meaningfully engage with Indigenous people 
and their communities, tailoring our engagement to 
respect each community’s diverse needs, governance 
principles and protocols. Our approach to engagement is 
to come from a place of openness and respect, to share 
mutual benefits and work toward mutual understanding.
For the Expansion Project, we intentionally took an 
inclusive approach to engagement and welcomed 
input and discussion with all Indigenous communities, 
even those not necessarily recognized by the Crown 
for consultation purposes. Guided by our Indigenous 
Relations Policy, our engagement efforts have included 
more than 140 Indigenous communities and groups 
culminating in more than 14,000 points of engagement 
(which include meetings, open houses and informal 
conversations) in 2022.
>140 
Indigenous communities 
and groups in BC and 
Alberta (including marine) 
engaged in 2022
MUTUAL BENEFIT AGREEMENTS
Mutual Benefit Agreements (MBAs) are intended to 
help build long-term relationships based on shared 
interests. They are important not only for formally 
acknowledging our commitments for which we are 
accountable, but also to share prosperity and to 
build capacity and opportunities. MBAs are tailored 
to community needs and provide different types of 
defined Project benefits. However, there are broad 
categories of benefits such as, but not limited to, 
financial compensation, community investment, 
business opportunities, environmental commitments, 
employment and training and emergency management 
and response.
INDIGENOUS AWARENESS TRAINING
Over the past year, we have been working to enrich  
our understanding and awareness of Indigenous history 
and culture. In 2022, all employees and contractors 
completed a mandatory company-wide Indigenous 
cultural awareness training course—The Journey from 
Competency to Cultural Safety. Read more on page 39.
>14,000 
points of engagement  
with Indigenous 
communities in 2022
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GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
I&D
SAFETY
SOCIAL
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES

EMPLOYMENT AND BUSINESS 
OPPORTUNITIES
We are working hard to support the sustainability of 
Indigenous, local, and regional communities along the 
pipeline corridor through the creation of employment 
and business opportunities during construction, post 
construction and in support of operations.
Employment Opportunities on the  
Expansion Project
Building the Expansion Project pipeline and 
associated facilities requires thousands of individuals, 
the majority being residents from British Columbia 
and Alberta. Most employment opportunities will be 
made available through construction-related contracts. 
As of December 31, 2022, Trans Mountain and our 
contractors have hired approximately 28,900 people,  
of whom 3,100 (11 per cent) self-identify as Indigenous.
Contracting Indigenous Businesses  
During the Expansion Project
We are also committed to providing business 
opportunities for Indigenous groups. As our 
contractors identify specific business opportunities 
along each section of the Project, we communicate 
these to Indigenous communities and identify 
potential partners through our vendor system.  
As of December 31, 2022, approximately 25 per cent  
of contracted spend on the Expansion Project 
has been awarded to Indigenous businesses and 
partnerships in support of construction execution.
Indigenous procurement also contributes to capacity 
building. As the business 'arm' of the community starts 
to develop their capacity, the community has another 
revenue stream that supports community development 
programs, community investment, and opportunities 
for smaller companies to work underneath the larger 
Indigenous company. An example of these relationships 
is Stqó:ya Construction, a heavy construction company 
that is majority-owned by Seabird Island Band. Through 
contracts they have worked on with Trans Mountain, 
both on the Expansion Project and through ongoing 
operations, Stqó:ya has reached an unprecedented 
level of Indigenous employment with 70 per cent of 
their workforce being Indigenous.
~25%
of contracted spend  
on the Expansion Project 
has been awarded to 
Indigenous businesses 
and partnerships in 
support of construction 
execution
INDIGENOUS EMPLOYMENT OPPORTUNITIES BEYOND CONSTRUCTION
The Expansion Project is a large infrastructure 
development that has created employment for 
thousands of individuals, including 3,100 Indigenous 
individuals. After construction is completed, 
we want to continue providing employment in 
Indigenous communities.
In 2022, we developed a new recruitment strategy 
and training program to fill nine operator business-
readiness positions at our Burnaby Terminal.
To support a more inclusive recruitment effort,  
we attended career fairs in Burnaby, communicated 
directly with community liaison individuals, facilitated 
information sessions for local communities, placed 
posters at Indigenous community offices, and 
provided example interview questions.
After receiving many applications, we hired three 
Indigenous individuals with operator experience and 
onboarded six successful applicants to the training 
program. We set out to create a training program that 
empowered applicants with a combination of:
1. ESSENTIAL SKILLS TRAINING  A 90-day training 
module through LinkedIn Learning which includes 
foundational training on “soft skills” such as 
communication, conflict resolution, problem solving, 
and more.
2. TECHNICAL TRAINING  includes 8-12 months of  
on-the-job training. This training is taken concurrently 
with the essential skills module.
The operator recruitment has been so successful that 
Trans Mountain is now planning to do the same thing 
at our Edmonton Terminal, to fill four operator positions.
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GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
I&D
SAFETY
SOCIAL
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES

CAPACITY BUILDING
We strive to enhance Indigenous Peoples’ long-term prosperity through direct and meaningful participation 
in the Canadian economy and in our operation and construction activities. We build capacity by helping 
individuals develop or strengthen valuable skills or expertise. Our training programs aim to maximize 
Indigenous participation in available employment opportunities. Some examples include:
HELPING INDIGENOUS YOUTH BUILD 
CONFIDENCE AND SKILLS
Our partnership with the Outland Youth Employment 
Program (OYEP) provides opportunities for Indigenous 
youth (ages 16-19). Participants are fully immersed in a 
six-week natural resource-based work environment that 
includes on-the-job safety training, time management, 
financial literacy, skill-building, remote work experience, 
and lessons on managing work-life balance. The 
program enables youth to build confidence, leadership 
skills, and earn high school credits. Our Employment 
and Training Team attended the camp to host a Mock 
Interview Day and helped develop resumes for the youth.
PROJECT MANAGEMENT CERTIFICATION  
FOR INDIGENOUS WOMEN
In 2022, we continued to sponsor the online Project 
Management Extension Certificate program for 
Indigenous women through Mount Royal University 
in Calgary, Alberta. The program is exclusively for 
Indigenous women, which allows for additional 
support and more open and inclusive dialogue.  
The participants have access to mentors to support 
their learning and extend their networking circles.
4,293
Indigenous individuals 
have received training 
to date through our 
contractor training
19
Indigenous youth from 
15 BC communities 
participated in the 
program in 2022
TRANSFERABLE SKILLS FOR  
INDIGENOUS AND LOCAL RESIDENTS
In addition to the training programs offered by 
Trans Mountain, our general construction contractors 
provide training to Indigenous, local, and regional 
residents. Contractors provide mentorship, 
apprenticeship, construction readiness/close-to-
qualified training, and on-the-job training. Several 
training sessions and courses were held in 2022 and 
included construction and fire safety certifications, 
confined space awareness, traffic control, security, 
defensive driving, ground disturbance, fall protection, 
and first aid. The training focuses on building 
transferrable skills that can be applied to any 
construction project or industry operations.
31
Indigenous women 
are enrolled in the 
2022 cohort
I have a lot of experience but did not have 
a project management certification. I’m 
learning so much in terms of processes, 
methods and language. Using standard 
forms and processes to align with others 
in the project management industry is 
really beneficial. I'll be able to use my 
new knowledge in future projects with 
First Nations or other organizations and 
I'll have the credentials to show that I 
have higher learning.
TERI CLAYTON, 
FROM MERRITT, BC, ONE OF THE STUDENTS IN THE 
SECOND COHORT. HER FAMILY ON HER MOTHER'S SIDE  
IS FROM LYTTON FIRST NATION.
With the tools and skills I’ve gained, 
I’m able to enhance the work that I do 
at the Nation, which is about creating 
space for Indigenous people in industry. 
The Project Management Professional 
(PMP)® designation is very valuable and 
not easy to obtain. The knowledge is very 
applicable across the board in almost  
any work.
JORDANN HAZELWOOD, 
A MEMBER OF THE TKʼEMLÚPS TE SECWÉPEMC BAND  
IN KAMLOOPS BC, WAS ONE OF 24 STUDENTS IN THE 
FIRST COHORT
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GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
I&D
SAFETY
SOCIAL
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES

We are committed to building and maintaining positive relationships with landowners based on mutual 
respect and trust. We have relationships with landowners on approximately 3,130 private land parcels 
along the existing pipeline route that has been in operation for almost 70 years. We value these continued 
interactions and know that every day the safe operation of our pipeline is dependent on these relationships. 
Our key objective is to treat each landowner fairly and equitably.
OUR TEAM
Our land teams have been working directly with 
landowners for decades. Our Land and Right-of-Way 
team is dedicated to the existing pipeline operations 
and is primarily based in Burnaby, BC and Edmonton, 
AB. This team provides local knowledge and manages 
long-lasting relationships with our private and public 
landowners. To support the Expansion Project, we 
have a dedicated Project land department—with land 
representatives and land administrators for each area 
of the pipeline—in recognition of the importance 
of timely and effective communications and being 
responsive to landowners’ concerns related to project 
construction activities.
OUR APPROACH
Questions and issues often arise during pipeline 
construction, so we work together with landowners 
to find jointly equitable solutions. We also recognize 
that the duration of this Project has been hard 
on landowners and has affected some of these 
relationships. We welcome feedback and encourage 
landowners to raise any concerns with us through their 
land agent or Senior Land Representative, via email 
or phone. Complaints may also be filed through the 
Canada Energy Regulator. We proactively communicate 
with all landowners on a regular basis through in-
person visits, mailouts, emails, and/or Landowner 
Update newsletters.
OUR ACTIVITIES
As a good neighbour, we are doing several things to 
enhance these relationships.
	–
NEW LANDOWNER ENGAGEMENT PROCEDURE  This 
newly implemented procedure details our processes 
for how we reach out to new landowners and provide 
pipeline safety information (including direct contact 
such as a scheduled face-to-face visit or door knock).
	–
TRAINING  We introduced two new training modules 
related to this procedure: (1) a base module to verify 
that Trans Mountain Representatives (employees 
and contractors who conduct New Landowner 
Engagement Procedure visits) understand their roles 
and responsibilities in relation to the procedure, 
and (2) a supplemental module to verify that 
Trans Mountain Representatives are qualified to 
provide damage prevention and public awareness 
education to landowners.
	–
MEETINGS WITH LANDOWNERS  We continue to  
host construction support meetings to capture  
real-time changes or issues and to continue to 
manage landowner requests. We also complete 
post-construction reclamation meetings to review any 
damages and conclude any commitments we made.
	–
CONSULTATION DATA MANAGEMENT SYSTEM  
This new software integrates data from various 
Trans Mountain departments to increase efficiency 
and improve internal collaboration on landowner-
related activities. As part of the implementation, we 
have started digitizing all operations land records.
RELATIONSHIPS WITH LANDOWNERS
SAFETY IS A SHARED RESPONSIBILITY
Every day we work with landowners and others, 
to help protect the pipeline and the environment. 
We do this through a variety of programs.
PUBLIC AWARENESS PROGRAM  helps maintain  
the safety of the pipeline and the right-of-way 
by informing and educating people who live and 
work in the area. Through our New Landowner 
Engagement Procedure, we gather current 
landowner contact information and help new 
landowners understand what it means to have 
the pipeline on their property.
DEPTH OF COVER PROGRAM  ensures sufficient 
cover over the top of the underground pipe, which 
is especially important in agricultural areas where 
tilling is practiced. Each year different sites are 
assessed and remediated based on exposure  
and risk.
VEGETATION MANAGEMENT PROGRAM  ensures clear 
access and line-of-sight along the right-of-way 
through the ongoing management of vegetation 
and weeds.
DAMAGE PREVENTION PROGRAM  reduces the 
potential for unsafe digging that may cause 
pipeline damage. Examples include pipeline 
markers along the right-of-way and creating 
awareness about the need to “Click Before You 
Dig”. We also use surveillance and monitoring 
(including ground patrols and an aerial patrol 
program) to assess potentially threatening 
activities in a 30-metre zone from the centreline  
of the pipeline.
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GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES
I&D
SAFETY
SOCIAL
RELATIONSHIPS WITH LANDOWNERS

Operating and building pipeline infrastructure affects approximately 55 communities along the route  
and marine corridor, many of which are in urban areas. To build respectful, transparent, and collaborative 
interactions, and to develop long-term, effective relationships, we continue to regularly engage with 
communities in a variety of ways. In 2022, our efforts included more than 600 points of engagement 
(including, but not limited to, meetings and events organized by Trans Mountain, meetings and events 
attended by Trans Mountain, notifications issued about projects which may impact community  
members, and inquiries through our public inquiry line).
ENGAGING WITH COMMUNITIES
Building on almost 70 years of operations, we meet 
with our neighbours and those impacted by, and 
interested in, our business to provide factual and 
relevant information; and to provide opportunities for 
those impacted to share their concerns and interests 
with us. To honour our commitments, we host events, 
provide newsletters and updates, make safety and 
public awareness presentations, and participate in 
community events, regulatory processes, and informal 
meetings. Community members can expect a timely 
and accurate response to their interests and concerns, 
with their concerns considered and addressed to 
the extent practical and compliant with regulatory 
conditions and requirements.
As a result of these conversations, we continually 
improve and optimize our planning and mitigation 
measures to address concerns about our pipeline 
operations, emergency response, and safety. We are 
committed to earning trust and continuing to work 
with communities to gather feedback and support 
collaborative efforts to mitigate the impacts of our 
operations while enhancing safety and protecting  
the environment.
COMMUNITY BENEFITS AGREEMENTS
We invest in the communities where we operate to 
foster economic and social well-being. In recognition 
of the effects of pipeline construction, we have worked 
with communities to develop Community Benefits 
Agreements, which provide a range of benefits to 
residents. Our aim is to leave positive legacy impacts 
in surrounding communities. Community Benefits 
Agreements designate funds for priority projects as 
unique as the communities themselves, from parks to 
bike paths and local education initiatives, to drinking 
water infrastructure. Trans Mountain has 21 agreements 
with local governments along the pipeline route that 
provide for more than $16 million in funds to help 
with various locally determined projects. As part of 
Community Benefits Agreements in local communities, 
in 2022 we supported: the District of Hope, the 
Pacific Salmon Foundation, the City of Edmonton and 
Strathcona County, and provided additional funds 
towards the Ledgeview Clubhouse in the City of 
Abbotsford. Last year, the total value we contributed as 
part of our community benefits program was $1.6 million.
COMMUNITY INVESTMENT
We build goodwill with and support our local 
communities through our community investment 
program, and by supporting local speaking 
opportunities. Our community investment program 
focuses on areas that reflect what we value: 
Education, Community Well-Being, and Environmental 
Stewardship. Read more on the next page.
25
Community Awareness 
and Emergency Response 
Sessions were held in 2022
$1.6 million
contributed in 2022,  
as part of our community 
benefits program
RELATIONSHIPS WITH COMMUNITIES
Trans Mountain employees have come 
into our community and instinctively took 
on mentoring. The staff take the time 
to get to know our citizens, they have 
become involved on our hockey teams, 
soccer teams, and participate in our 
recreation programming fitting right in. 
These employees have really integrated 
themselves into our community and have 
worked alongside our people, as key 
stakeholders and partners.
LESLIE GROULX, 
CAO, DISTRICT OF CLEARWATER
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GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ECONOMIC CONTRIBUTION TO CANADA
RELATIONSHIPS WITH LANDOWNERS
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES
I&D
SAFETY
SOCIAL
RELATIONSHIPS WITH COMMUNITIES

The financial success of our business allows us to contribute to the Canadian economy.  
Our contributions also help to build resiliency in the Indigenous and local communities along  
our pipeline route.
ECONOMIC CONTRIBUTION TO CANADA
This expansion project has supported 
a multitude of important causes. 
Everything from food banks to child 
serving organizations and programs 
to those who were helping seniors, 
particularly during the pandemic 
who were living in isolation, building 
connectedness within community. 
Because of this expansion project, there 
have been hundreds of thousands of 
dollars invested in our local communities 
that would not have been here otherwise. 
It’s because of the generosity of the 
people who have worked on this project 
that that’s possible at all.
KATIE NEUSTATER, 
DIRECTOR OF COMMUNICATIONS,  
UNITED WAY BRITISH COLUMBIA
COMMUNITY INVESTMENT
In 2022, Trans Mountain granted $310,155 
in financial and in-kind contributions in 
41 communities along the pipeline and marine  
corridor as part of our community investment 
program. These contributions were made 
to support community events and initiatives 
designed to address the needs of the 
communities across our areas of focus.
In 2022, we raised more than $105,000 for the 
United Way, which included the company’s match 
of employee contributions. Employees participated 
by making a pledge, purchasing online 50/50 
tickets, bidding on items in an online auction, and 
participating in a pizza fundraiser lunch and a pie 
throwing event. We also invited impact speakers 
from the Calgary Immigrant Women’s Society and 
the SHARE Society, who presented on newcomer 
programs, food insecurity, and the value of 
United Way’s partnership in running various 
programs and services. Our combined donations 
to the United Way support their chapters in Alberta 
and British Columbia to help solve social issues 
and improve lives in their local communities.
$5.96 
billion
SUPPLIERS
Procuring goods 
and services from 
suppliers and 
general contractors, 
which supports 
existing jobs, as well 
as job growth.
$2.19 
billion
INDIGENOUS 
COMMUNITIES
Providing benefits 
to Indigenous 
communities 
through employment, 
capacity building 
and business 
opportunities.
$529
million 
PROVIDERS  
OF CAPITAL
Paying interest to 
capital providers.
$151
million 
EMPLOYEES 
Providing wages  
and benefits.
$102
million 
LANDOWNERS
Providing payments 
to local landowners 
in exchange for use 
of their land.
$54
million 
GOVERNMENTS
Paying municipal, 
provincial and 
federal taxes 
that result in 
improvements  
to infrastructure, 
health and 
education services.
$34
million 
COMMUNITIES 
AND NON-
PROFITS
Giving back to 
communities 
directly through 
benefit agreements, 
donations, and 
sponsorships.
$9.02 billion
In 2022, we generated positive economic  
value in the following ways:
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GOVERNANCE
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
RELATIONSHIPS WITH COMMUNITIES
RELATIONSHIPS WITH LANDOWNERS
RELATIONSHIPS WITH INDIGENOUS COMMUNITIES
I&D
SAFETY
SOCIAL
ECONOMIC CONTRIBUTION TO CANADA

At Trans Mountain,  
we believe strong and 
effective governance is 
essential for creating 
a culture of integrity, 
proactively controlling 
risks, and achieving strong 
business performance.
  
NEAR KAMLOOPS, BC
A segment of our pipeline 
borders the grasslands near 
Kamloops, British Columbia 
(pictured).
GOVERNANCE
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SOCIAL
ENVIRONMENT
APPENDICES
APPROACH
OVERVIEW 
GOVERNANCE
RESPONSIBLE PROCUREMENT
ETHICS
CYBER SECURITY
GOVERNANCE FOR ENVIRONMENTAL AND SOCIAL MATTERS
CORPORATE GOVERNANCE

We see good corporate governance as critical to helping us achieve sustained success and creating  
lasting benefits for all our stakeholders: our customers, employees, business partners, regulators,  
and the communities where we live and work.
CORPORATE STRUCTURE
Trans Mountain Corporation (TMC) was incorporated 
in 2018 as a federal Crown corporation for the purpose 
of purchasing and managing assets related to the 
pipeline and Expansion Project. Our Board of Directors 
is ultimately accountable to Parliament through Canada 
Development Investment Corporation (CDEV), a federal 
parent Crown corporation, and the Minister of Finance. 
As Crown corporations, TMC and CDEV operate at 
arm’s-length from the government and have a high 
degree of responsibility to maintain the public trust and 
account fully and openly for operations and decisions.
BOARD FORM AND FUNCTION
Our Board of Directors is appointed by CDEV and  
in 2022, was composed of 12 members, 9 of whom 
were considered independent including the Chair. 
Dawn Farrell was appointed to the position of  
President and Chief Executive Officer and member 
of the Board of Directors effective August 15, 2022. 
The Board is responsible for the stewardship of our 
company with overall responsibility to oversee and 
supervise the management, businesses, and activities, 
while exercising their independent judgment to 
strengthen management and accountability. 
The Board carries out its mandate through four 
standing committees: the Audit Committee;  
the Environmental, Health and Safety Committee;  
the Human Resources, Compensation, Nominating  
and Governance Committee; and the Expansion  
Project Oversight Committee.
BOARD DIVERSITY
We have a Board with qualified, knowledgeable and 
committed individuals who understand our business 
and the context in which we operate. At Trans Mountain, 
we value diverse points of view and believe that diversity 
of thoughts, experiences and perspectives can lead to 
better decision making. In our current Board of Directors, 
we have six women (representing 50 per cent of the 
Board) and two Indigenous individuals (17 per cent). 
Indigenous Board members can play a role in 
ensuring we consider Indigenous perspectives and the 
Indigenous world view in our strategy and plans.
BOARD COMPOSITION AND INDEPENDENCE
Size of Board
12
Number of Independent Directors
9
Separate Chair and CEO
Yes
Independent Chair (required)
Yes
Comprehensive Board Assessment Process
Yes
Board Meetings Held in 2022
6
Average Meeting Attendance
100%
BOARD RENEWAL AND DIVERSITY
Mandatory Retirement Age
No
Average Director Tenure
3 years
Women Board Members
50%
ETHICS
Code of Conduct for Directors, Officers and Employees
Yes
All chart information as of December 31, 2022.
CORPORATE GOVERNANCE
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SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
RESPONSIBLE PROCUREMENT
ETHICS
CYBER SECURITY
GOVERNANCE FOR ENVIRONMENTAL AND SOCIAL MATTERS
GOVERNANCE
CORPORATE GOVERNANCE

ROLE OF THE BOARD
The Board oversees the conduct of our business, 
directs management of the company, and considers  
all major issues affecting the company, some of  
which include environmental and social matters.  
At Trans Mountain, the Board as a whole is responsible 
for providing oversight over critical environmental and 
social risks, including climate-related risks (read more 
on page 57). Specifically, this includes reviewing our 
targets and programs, overseeing the management 
of our ESG opportunities and risks, monitoring our 
ESG performance and reporting and overseeing the 
allocation of resources needed to meet environment, 
health and safety, and other relevant requirements  
and regulations. The Board receives a quarterly update 
on corporate risks, which includes environmental and 
social risks.
ROLE OF MANAGEMENT
Our executive team reports environmental and  
safety-related performance and issues quarterly to 
the Environmental, Health and Safety Committee of the 
Board. Reporting includes key performance indicators, 
security updates, marine activity, developing issues in 
operations, and any environmental or safety incidents 
or near misses. Our executive team sets our goals 
and strategy that are executed by our operations and 
subject matter expert teams.
ESG TEAMS
We have two teams that maintain accountability for 
ESG and support the implementation of ESG practices 
across our company: 
ESG EXECUTIVE STEERING COMMITTEE  This committee 
includes our Chief People and Technology Officer, 
Chief Operating Officer, Vice President Finance, Chief 
Legal Officer and Executive Vice President Indigenous 
Affairs, and Senior Director Business Development. This 
committee provides executive leadership on ESG and 
supports the Board as well as the rest of the executive 
team in the review and approval of our environmental 
and social goals to ensure their effective implementation 
in alignment with our business ambitions.
SUSTAINABILITY WORKING GROUP  This team is 
composed of subject-matter experts across relevant 
business and support functions. Through cross-
functional collaboration, this team reviews sustainability 
priorities and supports the implementation of 
sustainability initiatives. We have assigned each 
sustainability priority to key owners, who are 
responsible for mobilizing and empowering our 
employees to continue to drive our sustainability  
efforts forward.
OUR MANAGEMENT SYSTEMS
As required by the Canada Energy Regulator, we have 
an Integrated Safety and Loss Management System 
(ISLMS). Our ISLMS helps us support and protect the 
safety and security of the public, our employees and 
contractors, the environment and company assets. 
ISLMS covers the procedures, processes, and guidelines 
that our employees are required to follow in conducting 
our operations in a safe, environmentally responsible, 
and sustainable manner. The system is subject to routine 
audits to support continuous improvement. Learnings 
from these audits help drive continuous improvement 
throughout the pipeline’s lifecycle.
We have two teams 
dedicated to improving 
our ESG practices and 
driving our sustainability 
efforts forward
GOVERNANCE FOR ENVIRONMENTAL  
AND SOCIAL MATTERS
GOVERNANCE FOR ENVIRONMENTAL  
AND SOCIAL MATTERS
BOARD OF DIRECTORS
PROVIDES OVERSIGHT
REPORT KEY 
PERFORMANCE 
INDICATORS 
AND PROGRESS
EXECUTIVE TEAM
SETS STRATEGY
REPORT KEY 
PERFORMANCE 
INDICATORS 
AND PROGRESS
TEAMS
IMPLEMENT PROGRAMS  
AND ACTIVITIES
COMMUNICATING TO OUR OWNER
Trans Mountain provides information about 
our risks and risk management strategies, and 
material health, safety and environmental matters 
to CDEV on a quarterly basis. All significant health 
and safety, security and environmental incidents 
are promptly reported to CDEV and do not wait 
until our quarterly report.
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SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
RESPONSIBLE PROCUREMENT
ETHICS
CYBER SECURITY
CORPORATE GOVERNANCE
GOVERNANCE
GOVERNANCE FOR ENVIRONMENTAL AND SOCIAL MATTERS

The growing level of threat to cyber security is a risk affecting organizations of all sizes and in all industries. 
Resilience to cyber threats is exceptionally important for companies like ours that own and operate critical 
energy infrastructure. We maintain an advanced cyber security program that protects both our information 
and digital assets (Information Technology) and our physical assets and systems (Operational Technology).
INFORMATION TECHNOLOGY
Our cyber security program aligns to the National 
Institute of Standards and Technology (NIST) Cyber 
Security Framework. We proactively incorporate new 
threat intelligence sources and complete regular 
maturity and risk assessments to verify that our cyber 
security program meets industry standards and best 
practices. We include cyber security as part of our 
Enterprise Risk Management approach.
OPERATIONAL TECHNOLOGY
We place high attention on maintaining the cyber 
security of our operational technology systems as they 
directly impact the safe operation of our pipeline system 
and the delivery of oil and gas to our customers. Our 
network is divided into multiple risk-based segments 
to ensure critical systems and assets are incrementally 
protected from malware and malicious actors. We align 
with CSA Z246, a standard that applies to all petroleum 
and natural gas industry systems and focuses on 
the use of a security management program and risk 
management to address potential security threats.
PROMOTING CONTINUED SECURITY 
AWARENESS
In 2022, we continued our company-wide efforts around 
cyber security awareness and training through:
CYBER AWARENESS ROADSHOW  Our cyber security 
team visited each of our sites in 2022 to improve cyber 
security awareness both inside and outside of the 
workplace. The team assessed wireless networks at 
each site and hosted in-person and virtual training 
sessions for employees and contractors on topics 
such as identity theft, password management, social 
engineering and phishing.
MANDATORY CYBER SECURITY TRAINING  Each team 
member is required to take our mandatory training 
when they join the company and to complete a 
refresher course annually.
CYBER SECURITY AWARENESS PROGRAM  Our company-
wide program includes monthly awareness bulletins, 
departmental sessions and cyber security lunch and 
learn sessions such as safe and unsafe practices with 
respect to wireless network connectivity, phishing and 
spear phishing, and personal cyber security beyond the 
workplace. As new threats or types of attacks emerge, 
we offer specialized training to educate our people and 
strengthen our defense, focusing in particular on high-
risk roles and business areas.
CYBER SECURITY AWARENESS MONTH  To observe  
Cyber Security Awareness Month each October, we 
distribute articles, provide a cyber awareness quiz to 
employees and host lunch and learn sessions. In 2022, 
we also offered personal cyber health awareness and 
education sessions which encouraged safe practices at 
home and work, such as Identifying Social Engineering, 
Learning Self Defense in a Cyber Security World, and 
Improving Personal Cyber Security.
PHISHING TESTING  We conduct regular phishing tests 
in which team members receive simulated phishing 
emails from a seemingly trustworthy source. We 
monitor click rates and the notification/reporting rates.
ONGOING RISK MANAGEMENT
We regularly perform activities like risk assessments, 
penetration testing and incident simulations. As cyber 
incidents increase worldwide, we are continually 
improving the technology and tools available to our 
security operations centre, where events are analyzed, 
correlated and investigated to identify and prevent real 
security threats.
In 2022:
20
cyber awareness  
sessions offered
1,120
individuals attended  
cyber awareness  
sessions
770
hours of cyber  
awareness training 
completed
CYBER SECURITY
PREPARING FOR CYBER EVENTS
In 2022, we completed two interrelated cyber 
security exercises, in concert with our Emergency 
Management Team and Crisis Management 
Team to simulate our preparedness for a cyber 
event. Regularly conducting these exercises tests 
our current processes, tools and knowledge for 
gaps and areas for improvement.
TRANS MOUNTAIN 2022 ESG REPORT
50
TCFD
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
RESPONSIBLE PROCUREMENT
ETHICS
GOVERNANCE FOR ENVIRONMENTAL AND SOCIAL MATTERS
CORPORATE GOVERNANCE
GOVERNANCE
CYBER SECURITY

POLICIES AND ETHICS HOTLINE
We are dedicated to conducting our business ethically 
and responsibly, and to upholding our core values of 
safety, integrity, respect and excellence in all we do.  
Our Code of Business Conduct and Ethics outlines how 
our values translate into everyday behaviour, establishes 
high standards of ethical conduct, and incorporates 
company policies and the laws and regulations we 
follow. Our Whistleblower Policy states that there will be 
no retaliation (discipline, loss of job, or any other type of 
retaliation) against anyone who, in good faith, reports 
a compliance or ethics concern. We also maintain an 
Ethics Hotline through a third-party company, which 
provides a confidential and anonymous way to report 
potential unethical behaviour or wrongdoing that is  
not in compliance with the Code. All reports are  
dealt with expeditiously, investigated and resolved  
as appropriate. Ethics matters are presented to the 
Audit Committee quarterly.
CODE OF CONDUCT TRAINING
All personnel must complete annual awareness  
training of the Code. The training module provides 
an overview of the Code, reviews key areas in plain 
language, and ends with a knowledge evaluation to 
ensure accountabilities are understood. 100 per cent  
of our employees completed ethics training in 2022.
ETHICS
TRANS MOUNTAIN 2022 ESG REPORT
51
TCFD
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
RESPONSIBLE PROCUREMENT
CYBER SECURITY
GOVERNANCE FOR ENVIRONMENTAL AND SOCIAL MATTERS
CORPORATE GOVERNANCE
GOVERNANCE
ETHICS

As an extension of Trans Mountain, it is important that all contracted companies embody our values of  
safety, integrity, respect, and excellence. We expect all contracted companies to work to the high standards 
of safety and environmental protection we set for ourselves, and to assist us in fulfilling our commitments to 
Indigenous communities. We use the following processes and programs to select and manage the service 
providers that work on our behalf.
CHOOSING SAFE CONTRACTORS  As part of the 
evaluation process, each general construction 
contractor must be registered with ISNetworld,  
the online contractor and supplier management 
platform we use for pre-qualifying and monitoring 
contractors for work. All contracted companies 
are required to meet our ISNetworld requirements 
including demonstrating technical capabilities,  
having adequate safety practices and appropriate 
insurance in place. We have teams of Trans Mountain 
safety inspectors that work alongside contractors 
(read more about contractor safety on pages 35-36). 
For individual contractors, we have a Contractor 
Competency Assurance program that provides 
additional rigour around training by detailing the 
competencies each contractor must have to complete  
a job and identifying the specific training required. 
APPLYING CONTRACTOR PRE-QUALIFICATION FOR HIGH-
RISK ACTIVITIES  Trans Mountain has implemented a 
Contractor Pre-Qualification Process for contractors 
performing or overseeing higher risk activities. These 
contractors include mobile equipment operators, 
inspectors, labourers, and those completing shoring 
handling and vapour barrier installation activities.  
The process includes pre-approving contractors at the 
proposal stage of projects, ensuring documentation 
and procedures around the training and implementation 
of these activities meet Trans Mountain’s requirements. 
Individuals are pre-approved for high-risk activities and 
tracked in a database that is easily accessible for hiring 
managers, ensuring only trained personnel are utilized 
for these activities. This streamlined process reduces 
the risk of contractors completing activities they are 
not qualified to do.
MONITORING ENVIRONMENTAL PRACTICES   
All contracted companies are required to meet 
our environmental commitments, respect heritage 
resources, and report any environmental incident in  
the course of the work. To monitor adherence with  
our policies, we have a team of Trans Mountain 
employees and environmental inspectors who work 
alongside each contracted company.
ENSURING CONTRACTORS HELP US MEET OUR SOCIAL 
COMMITMENTS  We must rely on our contracted 
companies to help us meet our commitments to 
Indigenous communities. For the Project, each 
contracted company must sign our Owners’ 
Requirements, a special contract which outlines 
contractor’s responsibilities for the hiring of 
Indigenous people (read more about Indigenous 
employment on page 42).
FOLLOWING OUR CONTRACT CLOSE OUT PROCESS  
Closing out contracts is an important part of the supply 
chain lifecycle. As part of our business readiness 
activities, our supply chain team is supporting the close 
out of existing Trans Mountain contracts as they come 
to an end. We developed a close out process to ensure 
all requirements are met.
RESPONSIBLE PROCUREMENT
FOCUS ON INDIVIDUAL CONTRACTORS
In addition to working with large companies who 
complete construction work for the Expansion 
Project, Trans Mountain has employed more than 
1,700 individual contractors. In 2022, our supply 
chain team issued an updated questionnaire to 
verify the internal processes our field contractors 
use to manage required qualifications and 
competencies in order to deliver their respective 
scopes of work. The questionnaire also included 
components related to environment, health 
and safety. The purpose of the initiative was 
to improve consistency in the expectations 
Trans Mountain has for our field contractors.
TRANS MOUNTAIN 2022 ESG REPORT
52
TCFD
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
ETHICS
CYBER SECURITY
GOVERNANCE FOR ENVIRONMENTAL AND SOCIAL MATTERS
CORPORATE GOVERNANCE
GOVERNANCE
RESPONSIBLE PROCUREMENT

Climate change is an 
important issue requiring 
global action across 
countries and industries. 
We remain committed to 
working with governments 
and stakeholders to 
advance strategies to 
reduce emissions along 
the energy value chain 
now and in the future.
  
BRIDAL VEIL FALLS NEAR 
CHILLIWACK, BC
As our pipeline approaches 
more urban settings, it 
traverses Chilliwack, British 
Columbia (pictured).
TCFD
TRANS MOUNTAIN 2022 ESG REPORT
53
GOVERNANCE
SOCIAL
ENVIRONMENT
APPENDICES
APPROACH
OVERVIEW 
TCFD
IV. METRICS AND TARGETS
III. STRATEGY
II. RISK MANAGEMENT
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES

The Task Force on Climate-related Financial 
Disclosures (TCFD) framework seeks to improve 
and increase reporting of climate-related financial 
information. Since climate change presents 
financial risk to the global economy, capital 
providers want clear, comprehensive, high-quality 
information on the impacts of climate change 
on businesses. This requirement includes the 
risks and opportunities presented by changes in 
temperatures, climate-related policy, and emerging 
technologies. In Canada, the federal government 
announced that Canadian Crown corporations 
with assets of $1 billion or more are required to 
adopt TCFD recommendations and publish their 
disclosures in 2023. The following section of 
the report outlines our responses to the TCFD 
recommendations.
At Trans Mountain, we are taking a phased approach 
to identifying and managing climate-related risks. We 
are focusing on understanding risks and opportunities, 
developing plans, building internal capacity, and 
contributing to climate resiliency in communities along 
our pipeline corridor. The table below illustrates our 
progress and plans around the four thematic areas 
contained in the TCFD framework—governance, risk 
management, strategy, and metrics and targets. In the 
next few pages, we provide information related to the 
four recommendations, including scenario analysis.
ADVANCING CLIMATE DISCLOSURES
PHASE 1  2020
PHASE 2  2021
PHASE 3  2022
GOING FORWARD  2023+
GOVERNANCE
	
✓Disclose the role of the  
Board and management in 
overseeing risks, including 
climate-related risks
	
✓Disclose current governance 
structure for climate-related risks
	
✓Create a sustainability working 
team and an ESG executive 
steering team
	
✓Review our governance 
structure in 2022 to support 
improved governance over 
our most relevant ESG topics 
at the Board committee level, 
including climate
	
'Board reviews climate-related 
risks and opportunities
RISK 
MANAGEMENT
	
✓Identify and manage risks  
in alignment with our  
Enterprise Risk Management 
(ERM) program
	
✓Enhance and disclose risk 
management processes
	
✓Formally classify climate-related 
risks and opportunities and 
enhance our climate-related risk 
analysis within our ERM program
	
'Monitor physical risks and 
adjust asset integrity program 
and emergency response plans, 
if needed
STRATEGY
	
✓Disclose key physical risks
	
✓Identify and disclose energy 
transition-related risks and 
opportunities
	
✓Evaluate and disclose the 
qualitative impact of transition-
related risks and opportunities,  
and associated timeframes
	
✓Conduct qualitative scenario 
analysis using the IEA’s Net 
Zero by 2050 scenario and the 
Announced Pledges Scenario
	
✓Conduct physical scenario 
analysis (RCP 2.6, 4.5 and 8.5)
	
✓Conduct transition scenario 
analysis (Announced Pledges 
Scenario)
	
'Monitor changes in policy and 
legal (laws, rules, regulations), 
market and technology trends 
related to the energy transition
METRICS AND 
TARGETS
	
✓Disclose Scope 1 and  
Scope 2 emissions
	
✓Engage third party to conduct 
pre-assurance of our Scope 1 
and Scope 2 GHG emissions
	
✓Develop and publish  
a Scope 1 and Scope 2  
emissions reduction plan  
by the end of 2022
	
'Work towards our GHG 
emissions reduction targets
	
oDevelop an Expansion Project 
construction emission offset 
plan by the end of 2023
	
oConsider completion of Scope 3 
readiness assessment
 
Ongoing activities
o 
Activities to be completed 2023+ 
TRANS MOUNTAIN 2022 ESG REPORT
54
GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
IV. METRICS AND TARGETS
III. STRATEGY
II. RISK MANAGEMENT
I. GOVERNANCE
TCFD
ADVANCING CLIMATE DISCLOSURES

BOARD OVERSIGHT OF CLIMATE-RELATED 
RISKS AND OPPORTUNITIES
The Board acknowledges that climate change and the 
energy transition are creating risks and opportunities 
for our business, our shippers (customers) and society 
as a whole. The Board oversees the conduct of our 
business, directs the management of the company,  
and considers all major issues affecting the company, 
which include environmental and social matters.
At Trans Mountain, the Board as a whole is responsible 
for providing oversight over critical environmental and 
social risks, including climate-related risks, as this 
reflects our company-wide approach to addressing 
these risks. The Board receives a quarterly update on 
corporate risks, which includes environmental and 
social risks, and separately identifies and assesses 
climate-related risks. In 2022, we refreshed our Board 
Committee charters to ensure alignment between 
Board committees on oversight of ESG matters such  
as reporting, disclosures, internal controls, risks  
and opportunities.
The Board’s responsibilities related to ESG  
oversight include:
	– Receiving reports on enterprise risks, including 
physical, market, policy, legal and technological risks.
	– Considering the results of climate-related scenario 
analysis for energy transition risks and opportunities 
that may impact our strategy.
	– Reviewing and approving the climate-related 
disclosures in our ESG report and other ESG  
plans that are issued publicly.
	– Providing oversight and ongoing review of the  
GHG emissions reduction targets and plans.
MANAGEMENT’S ROLE IN ASSESSING 
CLIMATE-RELATED ISSUES
Our executive management team reports environmental 
and safety-related performance quarterly to the 
Environment, Health and Safety Committee of the Board. 
Reporting includes key performance indicators, GHG 
emissions, management systems, security updates, 
marine activity, developing issues in operations, and 
any environmental or safety incidents. Our executive 
management team sets our goals and strategy that  
are executed by our teams.
Our executive management team is directly  
responsible for:
	– Directing the development and implementation 
of ESG programs and activities, including climate-
related actions.
	– Oversight of progress, performance and reporting  
on ESG and climate-related matters.
	– Leading external engagement and advocacy on 
climate-related matters.
Our ESG Executive Steering Committee provides 
executive leadership on ESG and climate-related 
issues. This committee supports the Board of Directors 
and coordinates efforts of our Sustainability Working 
Group which is a cross-company group of leaders  
with responsibilities to implement ESG objectives.  
(See our targets and progress in our ESG Scorecard  
on page 7).
I. GOVERNANCE
TRANS MOUNTAIN 2022 ESG REPORT
55
GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
IV. METRICS AND TARGETS
III. STRATEGY
II. RISK MANAGEMENT
ADVANCING CLIMATE DISCLOSURES
TCFD
I. GOVERNANCE

RISK IDENTIFICATION
We have a formal Enterprise Risk Management 
(ERM) program to identify, evaluate, manage, and 
communicate our risk exposures in a manner consistent 
with our business objectives and risk tolerance. Our 
ERM program helps us monitor and evaluate financial, 
operational, strategic, and compliance risks. Some 
of these risks are environmental and social in nature. 
Management critically reviews and updates our risk 
registry every quarter. Material risks are reported to  
the Board of Directors quarterly.
RISK ASSESSMENT AND MANAGEMENT
We use a common risk matrix across the company 
but evaluate risks to our operations and to the 
Expansion Project separately. Using the risk matrix, 
risk owners, management and the risk group determine 
the consequences and likelihood of the identified 
risk by examining the effect that the risk may have 
on our financial position, reputation, environmental 
impact, and/or the safety and health of employees, 
contractors, or communities. Once assessed, risks are 
then prioritized based on their likelihood, anticipated 
severity, anticipated time horizon, and the impact level 
on our strategy. Our ERM program helps us identify risks, 
allocate resources, track progress, monitor trends, and 
mitigate risks, including ESG and climate-related risks.
CLIMATE-RELATED RISKS INTEGRATION 
INTO RISK MANAGEMENT
We provide a quarterly ERM update to our executive 
management team and Board of Directors with any 
new observations or issues related to any of our key 
risk areas and an overall assessment of each of those 
risks. Some of the areas in which we are incorporating 
climate-related risks into our business include:
	–
RISK ASSESSMENT  Climate-related risks are  
a component of our ERM program.
	–
CAPITAL ALLOCATION  We consider climate- 
related financial risks and the GHG impact of 
proposed projects.
	–
STRATEGIC PLANNING  We are enhancing  
our consideration of the impact of climate-related 
risks and opportunities in our long-term strategy.
In 2022, we enhanced our ERM program to separately 
identify and assess climate-related risks and to connect 
the results of our climate-related scenario analysis to 
our risk management activities.
II. RISK MANAGEMENT
TRANS MOUNTAIN 2022 ESG REPORT
56
GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
IV. METRICS AND TARGETS
III. STRATEGY
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES
TCFD
II. RISK MANAGEMENT

RISKS AND OPPORTUNITIES
The TCFD recommends that organizations examine 
climate through two lenses: the physical impacts of 
climate and the implications of the transition to a lower-
carbon economy. Both lenses help us identify risks and 
opportunities for our company and assets.
CLIMATE-RELATED PHYSICAL RISKS
To conduct a physical risk assessment, we engaged  
a third-party consultant to examine the physical  
impacts of climate change along our pipeline system 
and at our pumping stations, terminals, and Westridge 
Marine Terminal.
The physical risk assessment evaluated relevant 
climate-related hazards (see sidebar), that were each 
categorized as either an acute or a chronic hazard.
	– Acute hazards are extreme weather events that 
unfold over short periods of time (days to weeks), 
such as tropical cyclones, floods or wildfires.
	– Chronic hazards are longer-term shifts in climate 
patterns that take years to decades to manifest as 
physical hazards, such as sea level rise.
For Trans Mountain, climate-related physical  
risks would result from the interaction of hazard, 
exposure and vulnerability (see sidebar). 
In the assessment, each facility location and pipeline 
segment received a risk "score" for each of the climate-
related hazards on a 0 to 10 risk scale, with lower scores 
indicating greater exposure to the risk. Indices such as 
these encapsulate complex concepts in a simple score 
that allow us to compare risks across locations and time.
Figure 1 illustrates the average risk scores for various 
pipeline segments for three key climate-related hazards. 
This is a sample of the full assessment. The full set 
of risk scores can help inform decision-making and 
appropriate resource allocation for pipeline integrity 
activities and/or improvements.
III. STRATEGY
FIGURE 1
Average risk scores for various pipeline segments for floods, wildfires and heat stress.
FLOOD RISK
WILDFIRE RISK
HEAT STRESS RISK
HIGH RISK
LOW RISK
0
1
2
3
4
5
6
7
8
9
10
HIGH RISK
LOW RISK
0
1
2
3
4
5
6
7
8
9
10
HIGH RISK
LOW RISK
0
1
2
3
4
5
6
7
8
9
10
Edmonton
Edmonton
Edmonton
Sumas
Sumas
Sumas
Burnaby
Burnaby
Burnaby
CLIMATE-RELATED HAZARDS 
EVALUATED
Acute
	– Coastal Flood
	– Drought
	– Extra Tropical 
Cyclone
	– Flood
	– Severe Storm
	– Tropical Storm  
and Cyclone
	– Wildfire
Chronic
	– Cooling Degree 
Days
	– Heating Degree 
Days
	– Heat Stress
	– Sea Level Rise
	– Water Stress
CLIMATE HAZARDS VS. CLIMATE RISKS
According to the Intergovernmental Panel on 
Climate Change (IPCC):
	– “Hazard” refers to the potential occurrence of 
climate-related physical events or trends that 
may cause damage and loss.
	– “Climate risk” results from the interaction of 
hazard, exposure and vulnerability. Exposure 
indicates the presence of assets, services, 
resources and infrastructure that could be 
adversely affected.
	– “Vulnerability” is the propensity or 
predisposition to be adversely affected. Source
TRANS MOUNTAIN 2022 ESG REPORT
57
GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
IV. METRICS AND TARGETS
II. RISK MANAGEMENT
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES
TCFD
III. STRATEGY

CORPORATE PHYSICAL RISKS
Although our physical risk scores vary at different points along the pipeline, our overall risk profile for the pipeline system is low. The most pronounced  
acute risks are storms, flooding, and drought; and the key chronic risks are heat stress and water stress, which are heavily influenced by heating degree days 
(read more below). Although sea level rise has a very low risk score, it is relevant for areas near the Fraser River and at the Westridge Marine Terminal and is 
therefore described below. Unmitigated impacts from any of these risks could cause direct damage to the pipeline, temporary pipeline shutdowns, negative 
impacts on workers, and/or indirect business interruptions (e.g., impacts on critical infrastructure, such as power and communications, in the surrounding area).
SEVERE STORMS
LAND FLOODING
DROUGHT
WILDFIRE
SEA LEVEL RISE
HEATING DEGREE DAYS
HEAT STRESS
WATER STRESS
POTENTIAL 
IMPLICATIONS
Extreme storms may cause 
localized impacts including 
power outages, large hail 
(causing damage to assets), 
localized flooding, increased 
risk of vehicle accidents, 
heavy snowfalls and increased 
avalanche risk.
As weather patterns change, 
flooding events may increase in 
frequency or severity. Heavier 
rainfall will elevate flood risk. 
Flooding can damage pipelines 
and associated infrastructure and 
potentially cause loss of product.
A prolonged drought event 
may limit access to water for 
construction or operations 
activities and may increase the 
related risk of wildfire.
Our pipeline is buried, therefore 
the potential impact to our assets 
from wildfires or forest fires is 
relatively low across the full route.
Sea level rise is only relevant at 
the Westridge Marine Terminal.
Longer heatwaves (albeit from  
a low number of days) may make 
outdoor work more difficult and 
may impact worker health  
and safety.
Rising heat and humidity 
can cause fatigue and heat 
exhaustion for those working  
in outdoor environments, while 
also impacting infrastructure.
Extreme pressure on water 
supplies can impact employees 
or potentially create challenges 
in relations with adjacent 
communities.
RISK LEVEL*
LOW
MED
HIGH
LOW
MED
HIGH
LOW
MED
HIGH
LOW
MED
HIGH
LOW
MED
HIGH
LOW
MED
HIGH
LOW
MED
HIGH
LOW
MED
HIGH
RISK MITIGATION
We design and maintain our pipeline system to be resilient. Our 
Geohazard Monitoring program helps us monitor for ground 
movement or water-related hazards. We design our system to be able 
to withstand a 1 in 200-year flood. We maintain our pipeline through 
a regular inspection and maintenance program (read about our asset 
integrity program on page 14). To prepare and respond quickly in 
case of a flood event, we continually monitor the weather and the 
flow rates in the watercourses crossed by our pipeline and conduct 
additional aerial and ground inspections of the right-of-way when flow 
rates reach a certain level. These additional inspections verify that the 
integrity of the pipeline is not compromised in a flood event, and that 
any pooled water on the right-of-way does not threaten the continued 
safe operation of the pipeline system. Some flood events may result in 
a temporary pipeline shutdown which can be completed remotely for 
all segments.
Our ongoing operations do not 
require water and therefore the 
estimated long-term impact is 
low. The actions listed for wildfire 
(item below) cover any extreme 
impacts resulting from drought.
We protect our above-ground 
assets (storage terminals 
and pump stations) through 
procedures, training, detailed 
wildfire response planning, and 
by maintaining an inventory of 
response equipment. Our pump 
stations are within gravelled, 
fenced-in industrial sites, with no 
equipment against the fence line. 
As well, we have the ability to 
remotely turn off pump stations 
along the line, if required, due to 
an approaching fire. Read about 
our enhancements to improve 
water access on the next page.
We have prepared for possible 
long-term impacts by accounting 
for the potential sea level rise 
in the detailed design of the 
terminal. In particular, the design 
is intended to ensure that the 
deck elevation of the structures 
is set high enough to avoid 
flooding or wave damage should 
the sea level rise occur. The 
planned elevation is higher than 
the rise levels projected for 2070 
in the IPCC’s rising emissions 
scenario (RCP8.5).
Because heating degree days and heat stress are interrelated,  
our actions are designed to address both.
To protect equipment and materials, we:
	– Consider maximum design temperatures expected for the life  
of the Expansion Project.
	– Have adequate cooling systems for facilities to protect equipment.
For the safety and well-being of our workers, we:
	– Have a standard to mitigate the potential impacts of heat stress  
on workers.
	– Provide access to climate-controlled environments (permanent 
facilities or temporary facilities such as jobsite trailers) for project 
work and/or vehicles for workers to mitigate heat stress.
	– Monitor wildfire hazard conditions and plan/execute work accordingly.
Our ongoing operations do not 
require water and therefore the 
estimated long-term impacts  
from water stress are low.
ACUTE
CHRONIC
TRANS MOUNTAIN 2022 ESG REPORT
58
GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
IV. METRICS AND TARGETS
II. RISK MANAGEMENT
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES
TCFD
III. STRATEGY

IMPROVING OUR RESILIENCE TO CLIMATE CHANGE
At Trans Mountain, we want to increase our ability to anticipate, prepare for,  
and respond to climate-related events. In 2022, some of the ways we enhanced  
our climate resilience included:
ENHANCING OUR SITUATIONAL AWARENESS
In 2022, our teams developed an online mapping portal. 
The portal is a digital map that draws data from many 
different Trans Mountain business areas and external 
organizations and overlays the data points with the 
pipeline route to provide clear situational awareness.
For example, during the 2021 floods we populated it 
with drone images of the flooding and high streamflow 
advisories; during wildfire season and spring flooding 
season it includes information on Environment Canada 
warnings, highway issues, evacuation orders, the 
locations of wildfire and their danger class ratings. All 
employees at Trans Mountain have access to this portal.
MONITORING AIR FOR 
PREPAREDNESS AND  
HUMAN HEALTH
We purchased five portable air 
monitors in 2022. The monitors detect 
oxygen, hydrogen sulfide (H₂S), CO₂, 
explosive gases, and sulfur dioxide 
(SO₂). Sulfur dioxide levels rise in  
the air particulate during burning.  
We can use these monitors:
	– To protect the health and safety of 
our workers during wildfire season 
(we can monitor particulates in the 
air at any given site).
	– For public protection during an 
accidental fire at one of our facilities.
	– To closely monitor gases that 
might results in odour complaints.
IMPROVING WILDFIRE 
PROTECTION FOR  
REMOTE SITES
Some of our remote pump stations 
do not have easy access to water 
which can delay our ability to 
respond in case of wildfire. In 2022, 
Trans Mountain made capital 
investments and will be installing 
water storage tanks at some of 
these sites. If the fire risk increases 
at any given time, we can fill up the 
tanks and have onsite accessibility 
of water to protect the sites.
“HARDENING” OUR INFRASTRUCTURE
In 2022, we completed work at 14 sites to make our 
infrastructure more resilient to future extreme weather 
events, with a total investment of $48 million. Following 
the November 2021 floods in the Coldwater and 
Coquihalla River Valleys, we identified sites that required 
repair prior to the highwaters expected during the 2022 
spring melt. An engineered design was developed for 
each site and large diameter angular boulders, called 
rip-rap, were placed to provide a hardened barrier 
between the flowing river water and the fill supporting 
the pipeline and access roads. The designs and repairs 
are considered permanent solutions and are sized to 
withstand a one in 200-year flood event.
TRANS MOUNTAIN 2022 ESG REPORT
59
GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
APPENDICES
IV. METRICS AND TARGETS
II. RISK MANAGEMENT
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES
TCFD
III. STRATEGY

TRANSITION-RELATED RISKS  
AND OPPORTUNITIES
Transition-related risks are regulatory, market, 
technological, and reputational risks arising from  
the energy transition. The table to the right outlines  
our current understanding of the most important  
transition-related risks that can impact Trans Mountain. 
Each year we will revisit this list and re-evaluate our  
risk assessment based on our evolving understanding  
of the energy transition, policy changes, and  
market dynamics.
The words “Low”, “Medium”, and “High” in the 
Estimated Impact column indicate relative impact,  
for example “Low” means lower relative to other risks.
TRANSITION-RELATED RISKS
ESTIMATED IMPACT
TIMEFRAME (YEARS)
RISK MITIGATION
SUSTAINED LOWER OIL PRICES
The energy transition is anticipated to have an impact on oil prices.  
If lower prices materialize and remain low for an extended period of time, 
shippers may default on their contracts.
HIGH
1-3
3-10
10-30
	– Maintain cost advantage compared to other modes of transport.
	– In the future, enhance access to world markets and potentially leverage commercial tools  
to deal with a price environment that challenges customers (shippers).
CARBON COMPETITIVENESS OF CANADIAN OIL
The cost to further reduce the carbon intensity of Canadian oil to 
competitive levels might not be economic during low oil price periods.
HIGH
1-3
3-10
10-30
	– Analyze and communicate the relatively low Scope 1 and Scope 2 emissions of our pipeline 
transportation service in the Canadian oil supply chain.
	– In the future, further decarbonize our operations and increase flexibility. Read more on page 63.
REDUCED DEMAND FOR OIL
Accelerated adoption of electric vehicles in advanced economies and 
increased use of biofuels may lead to faster declines in oil demand.
MEDIUM
1-3
3-10
10-30
	– Operational integrity and safety preserve access to Asia Pacific (and other) markets where market 
fundamentals support crude oil demand longer term.
	– In the future, leverage commercial tools to compete in an environment with excess takeaway capacity.
GHG REGULATION – LARGE EMITTERS
Regulations for large emitters might become more stringent to align with 
Canada’s commitment to net zero by 2050 and potentially include a cap on 
emissions from oil and gas production. This does not affect Trans Mountain 
but it does affect our customers.
MEDIUM
1-3
3-10
10-30
	– In the near-term, stay informed about GHG reduction efforts from our customers and industry.
	– In the future, remain focused on the needs of shippers. We believe that access to world markets  
and prices can help maintain production in a potentially higher-cost environment.
INCREASED DEMAND FOR ALTERNATIVE FUELS
The IEA expects demand for biofuels (ethanol, renewable diesel, green 
methanol, and others) to grow over the next few years. This demand might 
be further supported by the Clean Fuel Standard that came into effect in 
December 2022.
MEDIUM
1-3
3-10
10-30
	– In the near term, work with shippers to facilitate shipment of products that are aligned with demand.
	– In the future, consider optimizing our operations and investing, where necessary, to increase 
flexibility to ship increased volumes of lower-carbon intensity fuels.
REPUTATION AND PERCEPTIONS AROUND PIPELINES
Negative perceptions around pipelines, direct (environmental impacts of 
pipeline operations) or indirect (as enablers of fossil fuels) can impact our 
ability to complete the Expansion Project or continue to operate.
LOW
1-3
3-10
10-30
	– In the near term, continue current environmental and social performance.
	– In the future, continue to engage with Indigenous and local communities regarding opportunities 
that align with our environmental and social priorities.
TRANSITION-RELATED OPPORTUNITIES
ESTIMATED IMPACT
TIMEFRAME (YEARS)
HOW CAN WE TAKE ADVANTAGE OF THIS OPPORTUNITY?
STRATEGIC SUPPLY (NORTH AMERICA/GLOBAL)
Increased awareness and importance of energy security drives changes  
in global oil markets.
HIGH
1-3
3-10
10-30
	– In the near term, there are constraints in the ability of the Canadian energy sector to respond to 
geopolitical-driven changes in supply and demand.
	– In the future, we can support and pursue changes to regulatory and economic drivers that enhance 
the ability of Canadian producers to respond to global events.
VOLATILITY IN OIL MARKETS
Canadian oil production, especially oil sands, are more resilient to volatile 
prices, since less capital is required to maintain production levels.
MEDIUM
1-3
3-10
10-30
	– In the mid-term, support Canadian oil by enhancing access to world markets.
	– In the future, maximize throughput, especially where Canadian oil can provide stability in periods  
of volatility and global supply disruptions.
ADVANCEMENT IN CARBON-RELATED TECHNOLOGIES
Advancements in technology present great opportunities for us to further 
reduce the GHG emissions intensity of our operations.
MEDIUM
1-3
3-10
10-30
	– In the near term, continue monitoring developments in technology.
	– In the future, invest in technologies that help us meet our environmental and business goals.
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OVERVIEW 
APPENDICES
IV. METRICS AND TARGETS
II. RISK MANAGEMENT
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES
TCFD
III. STRATEGY

SCENARIO ANALYSIS 
We believe scenario analysis is a valuable tool  
to challenge our assumptions about the future,  
spark meaningful conversations about our long-term  
strategy and enable more informed decision-making. 
However, it is important to note that scenarios are 
hypothetical constructs that use assumptions and 
estimates to highlight key features of a possible  
future and are not a forecast or prediction.
In late 2022, we completed a quantitative climate 
scenario analysis in alignment with the TCFD 
recommendations. Climate scenarios refer to both 
climate-related physical scenarios (i.e., models of 
emissions concentrations that result in different 
chronic and acute changes to the climate) and climate-
related transition scenarios (i.e., policy, market and 
macroeconomic conditions associated with different 
energy transition rates of progression).
CLIMATE-RELATED PHYSICAL SCENARIOS
In addition to the physical risk profile (described on 
pages 57-58), we assessed projected changes in 
specific climate variables across our pipeline system 
for three different emissions scenarios for 2045 and 
2070. Climate variables are the factors that exacerbate 
each of the climate hazards e.g., extreme rainfall 
increases flood hazard, heatwave duration increases 
heat stress. The three emissions scenarios we used 
were developed by the Intergovernmental Panel on 
Climate Change (IPCC) and cover a range of climate 
outcomes (Figure 2).
FIGURE 2
IPCC CLIMATE-RELATED PHYSICAL SCENARIOS 
emissions from fossil field and cement (GtCO₂/year)
We analyzed three scenarios from the Intergovernmental Panel on  
Climate Change (IPCC) covering a range of outcomes.
Scenario analysis helps us understand how climate 
impacts already assessed may vary by severity and 
timing under different emissions scenarios.  
The findings indicate that:
	– The vast majority of our pipeline assets are 
underground and, as a result, the overall exposure  
to physical climate-related risks is low.
	– The climate-related risks vary across the length of 
the pipeline system and with this understanding we 
can target mitigation activities to where they will 
have the greatest impact.
	– An area of focus for mitigation activities across our 
system over the long term should be key chronic risks 
that are influenced by changes in heating degree days 
typical of the Canadian climate.
	– Even in the rising emissions scenario in which 
annual emissions double current levels by 2100 
(RCP8.5, Figure 2), the elevation of the Westridge 
Marine Terminal is designed to protect our assets 
from the projected sea level rise.
 
AGGRESSIVE MITIGATION
STRONG MITIGATION
RISING EMISSIONS
IPCC SCENARIO
IPCC RCP2.6
IPCC RCP4.5
IPCC RCP8.5
PREMISE
Global annual GHG emissions peak 
between 2010-2020, with emissions 
declining substantially thereafter
Emissions peak around 2040,  
then decline
Emissions continue to rise 
throughout the 21st century and 
annual emissions double current 
levels by 2100
TEMPERATURE RISE BY 2100
Source
1.8 degrees
2.7 degrees
4.4 degrees
GLOBAL MEAN SEA LEVEL  
RISE BY 2100
Source
0.28-0.55 m 
0.44-0.76 m
0.63-1.01 m
1980
2000
2020
2040
2060
2080
2100
100
-20
0
Rising Emissions
Strong Mitigation
Aggressive Mitigation
RCP8.5
3.2-5.4˚C
relative to 1850-1900
RCP4.5
1.7-3.2˚C
RCP2.6
0.9-2.3˚C
Net-negative global emissions
Historical
Emissions
2015
Estimate
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IV. METRICS AND TARGETS
II. RISK MANAGEMENT
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES
TCFD
III. STRATEGY

CLIMATE-RELATED TRANSITION SCENARIOS
With the support of a third-party consultant, we 
conducted a transition scenario modelling exercise 
using data from the International Energy Agency’s (IEA) 
Announced Pledges Scenario and the Canada Energy 
Regulator’s Canada’s Energy Futures 2021 report.  
The Announced Pledges Scenario was selected for 
analysis because it:
	– Reflects current commitments by governments 
across the globe, including Canada.
	– Is the most stringent transition scenario that 
contains the level of data granularity required to 
conduct an effective analysis. At present, the IEA’s 
Net Zero Emissions (“NZE”) by 2050 scenario does 
not include sufficient regional data to effectively 
conduct this type of analysis.
	– Has been revised⁸ to include new pledges that  
result in a warming of approximately 1.8˚C in 2100 
(making it one potential “2°C or lower” scenario).
The Announced Pledges Scenario is premised on full, 
on-time implementation of all country commitments 
and some of its key assumptions include:
	– Global oil production of 90.7 million barrels  
per day (mbd) in 2030 and 62.2 mbd in 2045.
	– Oil demand in North America declines from 
21.4 mbd in 2020 to 18.2 mbd in 2030 and  
8.4 mbd by 2045.
	– Oil demand in the Asia Pacific region grows  
from 31 mbd in 2020 to 35 mbd in 2030, before 
declining to 24 mbd by 2045.
The Expansion Project has 15- to 20-year contract 
commitments (take-or-pay contracts) with our shippers 
that cover 80 per cent of the planned capacity for  
the expanded system. While these contracts provide  
robust revenue support in the short- to medium-term, 
we modelled impacts to 2045 to explore the  
potential impacts in years beyond the term of the 
expansion contracts.
By 2045, the Announced Pledges Scenario describes 
circumstances in which Western Canadian supply is 
29 per cent lower than 2021 levels and refinery demand 
in North America is 45 per cent lower than 2021 levels. 
While the Announced Pledges Scenario also provides 
data on oil and carbon prices⁹,¹⁰, we focused on 
modelling supply and demand because they are more 
directly linked to demand for pipeline transportation. 
In 2045, we anticipate we would leverage commercial 
tools to compete on price in an environment with 
excess takeaway capacity.
More specifically, we were able to consider potential 
impacts on pipeline throughput in 2045 by modelling 
constraints in supply from the Western Canadian 
Sedimentary Basin (Figure 3) and reductions in  
demand from North American refineries (Figure 5).
FIGURE 3
WESTERN CANADIAN SEDIMENTARY BASIN SUPPLY  
WITH PROPORTIONAL DECLINES AS OBSERVED  
IN THE ANNOUNCED PLEDGES SCENARIO
million barrels per day
Supply from the oil sands is expected to decline by 29 per cent by 2045, 
compared to 2021 levels.
⁸ https://iea.blob.core.windows.net/assets/aa17bd09-2ad0-4d0a-b5aa-ee418900c4af/Theimpactsofnewemissionspledgesonlongtermtemperatures.pdf
⁹ The scenario uses an oil price of US$64-$67 per barrel, and US$135 per tonne of CO₂e by 2030.
¹⁰ The IEA crude oil price is a weighted average import price among IEA member countries.
6.0
0.0
2021
2030
2035
2040
2045
4.8
2050
4.9
4.4
4.0
3.4
3.1
á3%
â9%
â18%
â29%
â35%
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OVERVIEW 
APPENDICES
IV. METRICS AND TARGETS
II. RISK MANAGEMENT
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES
TCFD
III. STRATEGY

SOURCES OF RESILIENCE TO 2045
In the Announced Pledges Scenario, Trans Mountain 
remains resilient until 2045. In other words, the pipeline 
is expected to operate at or very near full capacity until 
the year 2045 under the specific modelled conditions. 
The following five characteristics contribute to the 
resiliency of our business:
1.	 ACCESS TO WORLD MARKETS  We operate Canada's 
only pipeline system transporting oil products to 
the West Coast with access to tidewater (Figure 4). 
The Expansion Project also includes a significant 
increase in the capacity of the Westridge Marine 
Terminal, which will allow Canadian energy to reach 
world markets, particularly the Asia Pacific. In the 
Announced Pledges Scenario, the Asia Pacific 
region remains a robust and growing source of oil 
demand through 2030, declining slowly thereafter 
and at a much slower pace than North America 
(Figure 5).
2.	 OUR CARBON COMPETITIVENESS  We already have 
relatively low Scope 1 and Scope 2 emissions due 
to the fact that we use electrically driven pumps to 
move products through the pipeline and a significant 
portion of our electricity load is generated in British 
Columbia with an extremely low-carbon electricity 
grid. To enhance our carbon competitiveness and 
help our customers compete in markets that are 
increasingly focused on carbon, we have developed 
a 2022 Emissions Reduction Plan that outlines our 
approach and sets milestones for reaching net-zero 
(Scope 1 and Scope 2) emissions by 2050.  
By 2030, we plan to reduce our emissions by 
100,000 tonnes of CO₂ from the first full year 
of operations of the expanded system through 
the implementation of system efficiencies and 
innovations, decarbonization of our energy 
consumption, selective investments in the lower-
carbon economy and by leveraging market-based 
carbon products. Canada’s commitment to a net-
zero grid by 2035 will further support our road to 
net-zero emissions.
3.	 SYSTEM FLEXIBILITY  At Trans Mountain, we have 
extensive experience transporting a broad range of 
products, from diluted heavy oil to synthetic, light, and 
refined products. As the world energy mix evolves, this 
expertise can be applied to other products such as 
liquid biofuels and other lower-carbon hydrocarbons. 
After contracts expire, we can optimize our operations 
to address changes in the type and/or proportion of 
commodities transported to meet shippers’ needs 
and global demand without requiring significant 
changes to existing infrastructure.
FIGURE 5
REFINERY DEMAND BY REGION
million barrels per day
Refinery demand in Asia Pacific remains higher and declines at a slower 
pace than in North America. 
Source: WEO 2022
2045
The pipeline is  
expected to operate  
at or very near full  
capacity until the  
year 2045
35.0
0.0
2020
2021
2035
2030
2040
2045
2050
á4%
North America
Asia Paciﬁc
â5%
â16%
â26%
â35%
â6%
â19%
â31%
â45%
â57%
FIGURE 4
NORTH AMERICA SIMPLIFIED PIPELINE SYSTEM 
Trans Mountain operates Canada's only pipeline system transporting oil products to the West Coast with access to tidewater.
  Trans Mountain
  Pipelines to Eastern Canada and US Midwest
  Pipelines to US Gulf Coast
TRANS MOUNTAIN 2022 ESG REPORT
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II. RISK MANAGEMENT
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES
TCFD
III. STRATEGY

4.	 OUR ENVIRONMENTAL AND SOCIAL PERFORMANCE   
Canada has stringent regulatory requirements, a high 
degree of regulatory oversight and strong climate 
change policies. Companies involved in Canada’s 
energy system, like Trans Mountain, must have robust 
environmental, social and governance practices to 
continue operating in Canada. Additionally:
	– Trans Mountain has made significant investments 
in environmental protection systems, asset 
integrity, leak monitoring, spill response, and 
biodiversity protection on land and water. 
Read more on pages 14, 17 and 18. We have 
an impressive track record and have loaded 
petroleum on marine vessels in BC with no  
spill incidents from tankers in almost 70 years  
of operation.
	– Trans Mountain makes concerted efforts to build 
strong relationships with Indigenous communities 
along the pipeline corridor (page 40). We continue 
to strengthen those relationships and contribute 
to the prosperity of communities as the Expansion 
Project advances.
All these practices contribute to safe and reliable 
operations, and are critical to our resiliency to 
societal, political, and regulatory changes.
5.	 INCREASINGLY LOWER INTENSITY OF CANADIAN OIL  
As the world transitions to different types of energy, 
national policies will increasingly give preference 
to responsibly sourced and lower-emissions oil. 
Canadian oil sands companies have decreased their 
carbon intensity by 22 per cent from 2011 to 2019 
(Figure 6), with the potential for further reductions as 
new technologies emerge. Additionally, Canada’s six 
largest oil sands companies are part of the Oil Sands 
Pathways to Net Zero committing to achieve net-
zero GHG emissions by 2050, in line with Canada’s 
climate change goals. Our Expansion Project 
will provide increased capacity that can support 
responsible Canadian oil production and bring  
oil to the markets where it is needed.
FIGURE 6
EMISSIONS INTENSITY FROM ALBERTA OIL SANDS
kg CO₂e/barrel
Canadian oil sands companies have decreased their carbon intensity  
by 22 per cent from 2011 to 2019. 
Source: Alberta Government
100
0
2011
2012
2013
2015
2014
2016
2018
2017
2019
85
86
83
76
72
68
69
67
66
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APPENDICES
IV. METRICS AND TARGETS
II. RISK MANAGEMENT
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES
TCFD
III. STRATEGY

NOTES ON A NET-ZERO EMISSIONS  
BY 2050 SCENARIO
Climate change is an important issue requiring  
global action across countries and industries.  
We remain committed to working with governments 
and stakeholders to advance strategies that will reduce 
emissions along the energy value chain now and in 
the future. In the next few decades, society must find 
ways to meet the world’s energy demand while striving 
to meet its decarbonization goals. We believe that 
Canada, with its third largest proven oil reserves in  
the world¹¹, will continue to play a leading role in the 
global energy landscape.
The Announced Pledges Scenario contains the 
following important considerations as it relates to testing 
our business resilience in a potential net zero pathway:
	– While the Announced Pledges Scenario is not  
a global net-zero scenario, it includes all recent 
major national announcements as of September 
2022 and reflects a net zero by 2050 Canadian 
economy. The Canadian Net-Zero Emissions 
Accountability Act became law on June 29, 2021  
and is therefore included.
	– The Announced Pledges Scenario is within the 
range of outcomes that provide a 50 per cent chance 
of limiting the temperature rise to 2 °C in 2100.  
The IPCC Sixth Assessment Report on Mitigation  
of Climate Change, released in April 2022, assessed 
a large number of scenarios that led to at least a 
50 per cent chance of limiting the temperature rise 
to 2 °C in 2100. As noted on Figure 7, the Announced 
Pledges Scenario trajectory¹² is within the envelope 
of these scenarios.
	– In both the Announced Pledges Scenario and 
the NZE scenario, Asia Pacific demand shrinks at 
a slower pace than North America (38 per cent 
reduction from 2021 to 2050 in Asia Pacific while 
North America demand declines by 68 per cent). 
This difference in the pace of the transition supports 
Trans Mountains’ resilience.
FIGURE 7
IEA SCENARIOS COMPARED TO IPCC SCENARIOS  
WITH A TEMPERATURE RISE OF 2.0°C IN 2100
MtCO₂
The Announced Pledges Scenario is within the range of outcomes that 
provide a 50 per cent chance of limiting the temperature rise to 2°C in 2100.
Source: IEA.
One element that received the most public attention 
after the publication of the NZE scenario was the idea 
that no further investment in oil gas development would 
be needed. It is important to note that the IEA stated 
“Beyond projects already committed as of 2021, there are 
no new oil and gas fields approved for development in 
our pathway, and no new coal mines or mine extensions 
are required.” Projects committed in 2021, like the 
Expansion Project, are assumed to be completed.
In the NZE scenario, oil demand decreases to 24 mbd 
in 2050 and West Texas Intermediate oil prices falls to 
around $25 per barrel in 2050. Although this scenario 
is not a forecast, we believe that in order to compete 
in a world experiencing this low oil price environment 
and severe oil demand contraction, we would need 
to make substantial changes to how we operate our 
business. Some of the factors we could leverage in a 
NZE scenario are:
	–
LEVERAGE COMMERCIAL TOOLS  Although we rely  
on long-term contracts with our shippers, we can 
use a variety of commercial tools to align our offering 
with evolving upstream and downstream drivers. 
We would need to use these tools in a way that 
is commensurate with the regulatory and market 
changes we were observing and which may include 
changes to tolls, risk allocation, return expectations, 
incentives and other mechanisms related to carbon.
	–
INVEST IN INCREASED FLEXIBILITY  In a NZE 
scenario, demand for liquid fuels for transportation 
would be severely contracted and the remaining 
demand would be driven by non-combusted uses. 
We would evaluate taking a portion of the pipeline 
out of service or repurposing a portion of the line 
to transport alternatives such as ammonia, natural 
gas liquids, or others. To increase our resiliency, 
we would need to invest in technology to further 
increase the flexibility of our pipeline system and 
enable the continued transportation of new or 
different products. If we see signposts of a NZE 
scenario, we would start by implementing technical 
and administrative changes to facilitate shipment  
of other products.
	–
FURTHER DECARBONIZE OUR OPERATIONS  We  
already have a low GHG intensity but in a NZE 
scenario we would need to maintain our leadership 
and outcompete our peers on the basis of carbon. 
We plan to continue to make investments to further 
decarbonize our operations. This would help 
differentiate our offering in a world increasingly 
focused on carbon and contribute overall to the 
reduced lifecycle carbon intensity of Canadian  
crude oil.
¹¹ https://www.canadianenergycentre.ca/worldwide-oil-reserves-and-investments-key-facts/#:~:text=Canada%20has%20the%20world's%20third,Venezuela%20(304%20billion%20barrels).
¹² IEA. 2022. https://www.iea.org/reports/global-energy-and-climate-model/understanding-gec-model-scenarios
2010
2020
2030
2040
2050
Announced Pledges Scenario
2021
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II. RISK MANAGEMENT
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ADVANCING CLIMATE DISCLOSURES
TCFD
III. STRATEGY

We track the greenhouse gas (GHG) emissions 
generated by our daily operations. Most of our emissions 
are Scope 2 since we use electrically driven pumps to 
move products through the pipeline (see page 24).
GHG EMISSIONS (TONNES CO₂E)
2019
2020
2021
2022
Scope 1 GHG emissions
4,552
5,567
5,685
 5,471 
Scope 2 GHG emissions
121,197
106,234
99,360
103,556 
TOTAL GHG EMISSIONS
125,749
111,801
105,045
109,027 
Numbers have been restated since the publication of our 2021 report.
SCOPE 3 EMISSIONS
Scope 3 GHG emissions are those generated upstream 
(including when the oil we transport is extracted) and 
downstream (including when the oil is used) of our 
business. In the next few years, we plan to conduct 
a readiness assessment of our Scope 3 emissions to 
begin understanding which categories of the GHG 
Protocol’s 15 categories of Scope 3 emissions are the 
most material to our business. Building the Expansion 
Project also generates GHG emissions. As part of our 
regulatory approvals, we have committed to offsetting 
the two main contributors to construction-related 
emissions: fuel consumed by light and medium trucks 
as well as heavy machinery during construction, and 
land clearing activities (specifically, areas permanently 
cleared along the pipeline easement).
TARGETS
Trans Mountain’s climate-related targets include:
	– Developing Expansion Project construction  
emission offset plan by the end of 2023.
	– Reducing absolute GHG emissions by 
100,000 tonnes of CO₂e by 2030 (from the first  
full year of operations of the expanded system),  
as an interim milestone target.
	– Reaching net zero (Scope 1 and Scope 2)  
emissions by 2050.
Our 2022 Emissions Reduction Plan outlines our 
targets, our approach and the key strategies we will  
take to be net zero by 2050. Our approach to setting 
targets strongly reflects our values and is guided by  
the following principles:
	– Our targets will result in material, absolute and 
sustained reduction of our emissions.
	– Our targets must consider the commercial  
and economic implications and be aligned with  
our customers. 
	– Our targets should be sufficiently flexible such that 
we may implement a variety of solutions to achieve 
our targets. 
	– Pursuit of our targets should prioritize actions that 
support Indigenous communities and advance 
Indigenous reconciliation.
	– Achieving our targets will help Canadian energy 
compete in a global market where energy security 
and lower emissions are both important.
In order to meet our targets, we plan to:
1.	 IMPLEMENT EXISTING SYSTEM EFFICIENCIES AND 
INNOVATIONS  We will conduct a detailed review 
and analysis of our Scope 1 emissions, which will 
help us to better understand the cost and magnitude 
of different emissions reduction options, including 
process efficiencies and alternative fuel sources.
2.	 DECARBONIZE OUR ENERGY CONSUMPTION   
To reduce our Scope 2 emissions in Alberta,  
we plan to procure renewable power from sources 
such as wind and solar facilities using virtual power 
purchase agreements, and explore the feasibility of 
self-generation at select facilities in Alberta.
3.	 EXPLORE CARBON CREDIT AND OFFSET SOLUTIONS  
Although our priority is to reduce our Scope 1 and 2 
emissions through our direct actions and investments, 
we will consider the purchase of offsets to help meet 
our targets.
100,000
We are targeting to  
reduce 100,000 tonnes  
of CO₂e by 2030 
(from the first full year of operations  
of the expanded system).
FIGURE 8
TRANS MOUNTAIN’S TARGET TRAJECTORY
net emissions (tCO₂e)
Once our expanded pipeline system is fully operational, we estimate our 
Scope 1 and Scope 2 emissions to be between 280,000 and 350,000 tonnes 
of CO₂e per year. This estimate is based on several factors that are unknown 
at this time, including power consumption and the carbon intensity of the 
electricity grids to which we are connected.
Read more in our 2022 Emissions Reduction Plan.
IV. METRICS AND TARGETS
400,000
0
2020
2022
2024
2026
2028
2030
2032
2034
2036
2038
2040
2042
2044
2046
2048
2050
-100,000 tCO2e
2030 TARGET
Historical emissions
Estimated emissions
Reach net-zero
emissions
2050 TARGET
Expanded system
fully operational
Range in
estimate
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OVERVIEW 
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III. STRATEGY
II. RISK MANAGEMENT
I. GOVERNANCE
ADVANCING CLIMATE DISCLOSURES
TCFD
IV. METRICS AND TARGETS

We report our  
performance for the  
last four years and cross 
reference our metrics to 
the SASB standards. 
 
  
BURNABY, BC
To reach the Westridge Marine 
Terminal, our pipeline passes 
through a portion of Burnaby, 
British Columbia (pictured).
APPENDICES
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APPENDICES
FORWARD-LOOKING STATEMENTS
SASB INDEX
PERFORMANCE TABLE
OTHER ESG-RELATED QUESTIONS

We sometimes receive questions about ESG topics 
which are not covered previously in this report. 
The following provides additional information on 
these topics:
What do you do with the waste from  
construction activities?
All employees, contractors and consultants are 
required to comply with applicable environmental 
regulations and Trans Mountain policies for the 
handling, storage, transportation, and disposal of 
waste. Waste is characterized, classified, and labelled 
so that it may be properly recycled or disposed of at 
approved facilities. Waste is recycled when possible  
and waste minimization is encouraged.
What do you use water for?  
Where does it go after it was used?
Our regular operations of the pipeline do not require 
large volumes of water. We primarily use water for 
hydrostatic testing which is a type of pressure test that 
fills the pipe with water after a repair or before new 
installation to make sure it is working properly. Utilized 
water is tested, and if it meets applicable discharge 
criteria then it is returned to the environment. If it does 
not meet criteria, it is treated until criteria is met, or 
taken to a third-party facility for disposal.
During the Expansion Project, our main uses of water 
are for hydrostatic testing, dust suppression, horizontal 
directional drilling, cleaning, and at worker camps. In 
determining the potential water sources required for 
use during the Expansion Project and the volumes and 
rates of withdrawal, many key environmental factors are 
considered including: fish and other aquatic species; 
source water quality, quantity, location and other 
characteristics; and duration, rates and total volumes 
of withdrawal. We obtain applicable water use permits 
from the appropriate government authorities prior 
to any water withdrawal activities. In addition, water 
discharge or wastewater disposal is conducted in 
accordance with required approvals.
What is your process for deactivating pipelines  
or facilities which are end-of-life?
Once a pipeline is no longer operational, we follow 
all regulatory requirements around draining and 
cleaning the pipeline of any hydrocarbons, filling 
the pipe with an inert filler material such as nitrogen 
gas, and maintaining cathodic protection on the pipe 
to ensure it does not corrode. Although our main 
pipeline is not near its end of life, we are required by 
the Canada Energy Regulator (CER) to set aside funds 
that are protected in a trust to cover costs associated 
with abandonment. Trans Mountain intends to collect 
these funds over 40 years from our customers who 
transport petroleum products through our pipeline 
system. We file annual updates with the CER regarding 
the status of the fund. At the end of 2022, the fair value 
of the investments in the Trans Mountain Pipeline 
Reclamation Trust was approximately $92 million.  
Read more about the trust on our website.
OTHER ESG-RELATED QUESTIONS
TRANS MOUNTAIN 2022 ESG REPORT
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GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
FORWARD-LOOKING STATEMENTS
SASB INDEX
PERFORMANCE TABLE
APPENDICES
OTHER ESG-RELATED QUESTIONS

PERFORMANCE TABLE
CONTEXT
UNITS
2019
2020
2021
2022
PRODUCT THROUGHPUT
Trans Mountain Pipeline
barrels/day
 314,000 
 312,000 
299,000 
 323,000 
Puget Sound Pipeline
barrels/day
 203,000 
 196,000 
 189,000 
 209,000 
Westridge Marine Terminal
barrels/day
 21,000 
 39,000 
 35,000 
 31,000 
ENVIRONMENT
UNITS
2019
2020
2021
2022
ASSET INTEGRITY
Pipelines operated
km
 1,275 
 1,275 
 1,275 
 1,275 
Total inspections conducted
count
 3,716 
 4,429 
 4,742 
 4,678 
Kms of liquid pipeline inspected  
(all types of inspections not just in-line inspections)
km inspected
 1,989 
 1,154 
 1,477 
 1,437 
Percentage of liquid pipelines inspected
per cent
156%
91%
73%
113%
SPILLS FROM PIPELINES
Number of pipeline incidents
count
0
0
0
0
SPILLS AT FACILITIES¹,R
Total number of reportable spills
count
2
1
1
0
Volume of reportable spills
m³
76
190
7
0
CONSTRUCTION-RELATED SPILLS
Total number of reportable spills
count
9
50
34
29
Volume of reportable spills
m³
0.009
125
41
59
R	
Numbers have been restated since the publication of our 2021 report.
¹	
Reportable spills include commodities and other hazardous materials.
²	
Land is considered reclaimed once the pre-disturbance assessment (PDA) is completed.
³	
Includes fuel consumption from contracted companies’ vehicles.
⁴	
Upon further analysis, these numbers have been deemed negligible.
ENVIRONMENT CONTINUED
UNITS
2019
2020
2021
2022
LAND
Total land owned, leased, and/or operatedR
acres
 20,348 
 21,110 
 21,506 
 21,556 
Land owned, leased, and/or operated within sensitive areasR
per cent
37%
36%
35%
35%
Land owned, leased, and/or operated within sensitive areas
acres
 7,438 
 7,604 
 7,605 
 7,620 
Total surface disturbance
acres
 739 
 2,121 
 5,970 
 15,010 
Impacted area reclaimed or restored²,R
acres
 37 
 10 
 424 
 998 
CLIMATE CHANGE AND GHG EMISSIONS
Scope 1 GHG emissions (direct)
tonnes CO₂
 4,552 
 5,567 
 5,685 
 5,471 
Scope 2 GHG emissions (indirect)
tonnes CO₂
 121,197 
 106,234 
 99,360 
 103,556 
Total GHG emissions
tonnes CO₂
 125,749 
 111,801 
 105,045 
 109,027 
Construction-related emissions³,R
tonnes CO₂
 5,319 
 92,211 
 148,991 
 236,764 
DIRECT EMISSIONS BY SOURCE
Stationary combustion emissions
tonnes CO₂
 660 
 696 
 680 
 988 
Emissions from Westridge VCU/flaring
tonnes CO₂
 1,887 
 2,952 
 2,746 
 2,829 
Fugitive emissions⁴
tonnes CO₂
 77 
 76 
 77 
 –
Venting/tank vapours⁴
tonnes CO₂
 682 
 666 
 620 
–
Fleet
tonnes CO₂
 1,246 
 1,178 
 1,561 
 1,634 
TRANS MOUNTAIN 2022 ESG REPORT
69
TCFD
GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
FORWARD-LOOKING STATEMENTS
SASB INDEX
OTHER ESG-RELATED QUESTIONS
APPENDICES
PERFORMANCE TABLE

ENVIRONMENT CONTINUED
UNITS
2019
2020
2021
2022
AIR EMISSIONS
VOCs
tonnes
 120 
 125 
 90 
 225 
PM₁₀
tonnes
 130 
 101 
 78 
 82 
NOx 
tonnes
 66 
 265 
 149 
 152 
SOx
tonnes
 5 
 17 
 10 
 10 
ENVIRONMENTAL AND INDIGENOUS MONITORING (EXPANSION)
Technical field studies and monitoring by third-party consultants 
person days
 2,557 
 13,771 
 20,443 
 40,165 
Indigenous monitoring
person days
 389 
 2,801 
 5,038 
 6,430 
Environmental inspection
person days
 2,443 
 9,978 
 15,474 
 18,781 
SOCIAL
UNITS
2019
2020
2021
2022
SAFETY (OPERATIONS AND EXPANSION)
Recordable Injury Rate – employees
count per 200,000 
exposure hours
0.00
0.59
0.00
0.47
Recordable Injury Rate – contractors
0.43
0.52
0.58
0.52
Recordable Injury Rate – combined
0.38
0.53
0.58
0.52
Lost-time Injury Rate – employees
count per 200,000 
exposure hours
0.00
0.00
0.00
0.23
Lost-time Injury Rate – contractors
0.04
0.05
0.03
0.03
Lost-time Injury Rate – combined
0.04
0.05
0.03
0.03
Fatalities
count
0
1
0
0
Motor vehicle accidents⁵
count
6
119
150
403
⁶	
Near misses and inspections conducted are considered leading indicators, for which benchmarks are in place and reporting is encouraged.  
These numbers are not normalized and reflect improved safety culture and increased exposure hours.
SOCIAL CONTINUED
UNITS
2019
2020
2021
2022
LEADING INDICATORS
Near misses⁶
count
193
312
416
584
Inspections conducted
count
283
 3,613 
 8,543 
 12,561 
WORKFORCE NUMBERS AND RETENTION
Total number of employees
count
 383 
 390 
 439 
 513 
Total number of contractors
count
 1,238 
 1,217 
 1,582 
 1,760 
Turnover rate, voluntary and involuntary
per cent
8%
4%
6%
10%
Turnover rate, voluntary
per cent
7%
3%
5%
8%
DIVERSITY AND INCLUSION
Women, total workforce
per cent
28%
29%
29%
30%
Women, managers
per cent
25%
24%
24%
33%
Women, executive leaders
per cent
27%
25%
25%
42%
Women, Board members
per cent
33%
33%
33%
50%
OTHER DESIGNATED GROUPS
Indigenous people
per cent
1.8%
1.8%
2.7%
3.5%
Visible minorities
per cent
13.1%
13.8%
15.3%
13.5%
People with disabilities
per cent
0.3%
0.3%
1.1%
0.8%
⁵	
Vehicle accidents increased significantly due to the increase in construction activities and the associated increase in kilometres driven.
TRANS MOUNTAIN 2022 ESG REPORT
70
TCFD
GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
FORWARD-LOOKING STATEMENTS
SASB INDEX
OTHER ESG-RELATED QUESTIONS
APPENDICES
PERFORMANCE TABLE

SOCIAL CONTINUED
UNITS
2019
2020
2021
2022
EMPLOYEE AGE CATEGORIES
30 years and under
per cent
8%
8%
5%
8%
30 to 50
per cent
59%
59%
62%
62%
50 plus
per cent
33%
33%
33%
30%
ECONOMIC CONTRIBUTION
Value generated⁷
$ million
 1,618 
 3,311 
 5,425 
 9,017 
Value distributed to:
Suppliers and contractors
$ million
 844 
 2,792 
 4,248 
 5,956 
Indigenous communities⁸
$ million
 236 
 268 
 506 
 2,187 
Providers of capital (Government of Canada)⁹
$ million
 143 
 192 
 304 
 529 
Employees (wages and benefits)
$ million
 78 
 89 
 122 
 151 
Landowners
$ million
 53 
 59 
 75 
 102 
Governments¹⁰
$ million
 48 
 47 
 52 
 54 
Communities and non-profits
$ million
 17 
 21 
 22 
 34 
⁷	
Value generated includes revenue, realized gains and losses and liquidity provided by capital contributions from Trans Mountain’s owner  
and Trans Mountain’s credit facilities.
⁸	
Payments to Indigenous communities includes direct purchases and royalties paid to Indigenous communities.
⁹	
Payments to providers of capital include dividends paid to our shareholders and interest paid.
¹⁰	 Payments to governments include corporate taxes, property taxes, local and federal taxes, as well as Crown leases, rentals and land acquisitions.
NR	= not reported
¹¹	
Our goal is to conduct a system-wide phishing test each quarter. However, the fourth test scheduled for Q4 2021 was delayed due to the  
BC flood response and was conducted in January 2022.
GOVERNANCE
UNITS
2019
2020
2021
2022
ETHICS
Employees/contractors who completed Code of Conduct training
per cent
94%
98%
100%
 100%
CYBER SECURITY
Individuals attended cyber awareness sessions
count
NR
 250 
 537 
 1,120 
Number of system-wide phishing tests¹¹
count
NR
 4 
 3 
 5 
TRANS MOUNTAIN 2022 ESG REPORT
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GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
FORWARD-LOOKING STATEMENTS
SASB INDEX
OTHER ESG-RELATED QUESTIONS
APPENDICES
PERFORMANCE TABLE

SASB INDEX
REFERENCE
SASB INDICATOR
2022 DATA OR PAGE
GHG EMISSIONS
EM-MD-110a.1
Gross global Scope 1 emissions
5,471 tonnes CO₂e
EM-MD-110a.1
Percentage methane
0%
EM-MD-110a.1
Percentage covered under emissions-limiting regulations
Not applicable
EM-MD-110a.2
Description of long-term and short-term strategy or plan to manage 
Scope 1 emissions, emissions reduction targets, and an analysis of 
performance against those targets
Pages 7, 24-25, 66
AIR QUALITY
EM-MD-120a.1
NOx (excluding N₂O)
152 tonnes
EM-MD-120a.1
SOx
10 tonnes
EM-MD-120a.1
Volatile organic compounds (VOCs)
225 tonnes
EM-MD-120a.1
Particulate matter (PM₁₀)
82 tonnes
ECOLOGICAL IMPACTS
EM-MD-160a.1
Description of environmental management policies and practices  
for active operations
Pages 13-32
EM-MD-160a.2
Percentage of land owned, leased, and/or operated within areas  
of protected conservation status or endangered species habitat
35%
EM-MD-160a.3
Terrestrial acreage disturbed
15,010 acres
EM-MD-160a.3
Percentage of impacted area reclaimed
7%
EM-MD-160a.4
Number of hydrocarbon spills
0 reportable spills
EM-MD-160a.4
Volume of hydrocarbon spills
0 m³
EM-MD-160a.4
Volume in the Arctic
Not applicable, we do not operate in the Arctic
EM-MD-160a.4
Volume in unusually sensitive areas (USAs)
Not reported
EM-MD-160a.4
Volume of spills recovered
Not reported
REFERENCE
SASB INDICATOR
2022 DATA OR PAGE
COMPETITIVE BEHAVIOUR
EM-MD-520a.1
Total amount of monetary losses as a result of legal proceedings 
associated with federal pipeline and storage regulations
Not reported
OPERATIONAL SAFETY, EMERGENCY PREPAREDNESS AND RESPONSE
EM-MD-540a.1
Number of reportable pipeline incidents
0
EM-MD-540a.1
Number of reportable pipeline incidents that are significant
0
EM-MD-540a.2
Percentage of natural gas inspected
Not applicable, we do not  
have natural gas pipelines
EM-MD-540a.2
Percentage of liquid pipelines inspected
113%
EM-MD-540a.3
Number of accident releases from rail transportation
Not applicable, we do not  
use rail transportation
EM-MD-540a.3
Number of non-accident releases (NARs) from rail transportation
Not applicable, we do not  
use rail transportation
EM-MD-540a.4
Discussion of management systems used to integrate a culture of 
safety and project lifecycles
Pages 34-36, 49
TRANS MOUNTAIN 2022 ESG REPORT
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GOVERNANCE
SOCIAL
ENVIRONMENT
APPROACH
OVERVIEW 
FORWARD-LOOKING STATEMENTS
PERFORMANCE TABLE
OTHER ESG-RELATED QUESTIONS
APPENDICES
SASB INDEX

This report contains certain forward-looking 
information and statements (“forward-looking 
statements”). Forward-looking statements relate 
to future results or events, are based upon internal 
plans, intentions, expectations, and beliefs, and are 
subject to risks and uncertainties that may cause 
actual results or events to differ materially from those 
indicated or suggested therein. All statements other 
than statements of current or historical fact constitute 
forward-looking statements. Forward-looking statements 
are typically, but not always, identified by words such 
as “anticipate”, “estimate”, “expect”, “intend”, “forecast”, 
“continue”, “propose”, “may”, “will”, “should”, “believe”, 
“plan”, “target”, “objective”, “project”, “potential” and 
similar or other expressions indicating or suggesting 
future results or events. The forward-looking statements 
reflect Trans Mountain’s beliefs and assumptions 
with respect to such things as the outlook for 
general economic and market trends and conditions, 
industry and ESG trends, the integrity and reliability 
of Trans Mountain’s assets, and the governmental, 
regulatory and legal environment.
Forward-looking statements are not promises of future 
outcomes. There is no assurance that the results or 
events indicated or suggested by the forward-looking 
statements, or the plans, intentions, expectations or 
beliefs contained therein or upon which they are based, 
are correct or will in fact occur or be realized (or if they 
do, what benefits may be derived therefrom).
In particular, this report contains forward-looking 
statements pertaining to, without limitation: plans, 
targets, and strategies with respect to reducing 
greenhouse gas and other emissions and anticipated 
reductions in emissions levels; future risk mitigation 
activities; impacts based on scenario analysis; benefits 
which will result from the Expansion Project including 
reaching new markets, increasing customer options 
and increasing profitability; expected costs of the 
Expansion Project and expected employment that will 
result; expected generation of emissions; increased 
pipeline capacity; expansion and enhancement of the 
marine terminal; monitoring capability; reclamation 
activities and funding commitments; and future 
response capacity.
Undue reliance should not be placed on these forward-
looking statements and information as they are based 
on assumptions made by Trans Mountain as of the 
date hereof regarding, among other things: oil and gas 
industry exploration and development activity levels; 
commodity prices; the availability and efficacy of various 
technologies; the success of our operations; that future 
results of our operations and related activities will be 
consistent with past performance and/ or anticipated 
performance and management expectations related 
thereto; availability of individuals with skills required to 
execute on our business objectives and strategy; general 
compliance with Trans Mountain’s plans, strategies, 
programs and goals across its reporting and monitoring 
systems among our employees, stakeholders and service 
providers; our ability to successfully engage Indigenous 
and other stakeholders; the success of growth projects; 
and existing regulatory, tax, environmental and other  
laws and regulations.
While Trans Mountain believes the expectations 
and assumptions reflected in these forward-looking 
statements are reasonable as of the date hereof, 
there can be no assurance that they will prove to be 
correct. Forward-looking statements are subject to 
known and unknown risks and uncertainties which 
may cause actual performance and financial results to 
differ materially from the results expressed or implied, 
including but not limited to: our ability to implement our 
strategic priorities and business plan and achieve the 
expected benefits; the strength and operations of the oil 
and natural gas industry and related commodity prices 
and market conditions; our relationships with external 
stakeholders, including Indigenous stakeholders; 
reliance on key personnel and third parties; shortages 
or disruptions in the availability of labour, human  
capital and/or materials; actions by governmental and 
regulatory authorities, including changes in regulatory 
processes or increased environmental regulation; 
fluctuations in operating results; adverse general 
economic and market conditions in Canada, North 
America and elsewhere; risks related to the current 
and potential impacts of the COVID-19 pandemic 
and depressed commodity prices; constraints on, 
or the unavailability of, adequate infrastructure and 
technology; changes in the political environment in 
Canada; the ability to access sources of financing; 
the effectiveness of our risk management and 
other programs; ability to expand, update and adapt 
our infrastructure on a timely and effective basis; 
technology and security risks including cyber-security 
risks; reputational risks; potential litigation and disputes; 
extreme weather events and natural catastrophes.
Readers are cautioned that this list of risk factors 
should not be construed as exhaustive.
The forward-looking statements contained in this 
document speak only as of the date of this document. 
Unless required by law, Trans Mountain assumes no 
obligation to update forward-looking statements and 
information should circumstances or management's 
expectations, estimates, projections or assumptions 
change. The forward-looking statements contained 
in this document are expressly qualified by this 
cautionary statement.
FORWARD-LOOKING STATEMENTS
TRANS MOUNTAIN 2022 ESG REPORT
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TCFD
GOVERNANCE
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OVERVIEW 
SASB INDEX
PERFORMANCE TABLE
OTHER ESG-RELATED QUESTIONS
APPENDICES
FORWARD-LOOKING STATEMENTS

TRANS MOUNTAIN
300 5th Avenue SW 
Suite 2700 
Calgary, AB T2P 5J2
1-866-514-6700 
info@transmountain.com