2022   /   Sustainability Report   /   Pembina Pipeline	
2
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Introduction	
04
Message from the Board
Message from our President & CEO
Reading This Report
Sustainability at Pembina
About Pembina
Sustainability Focus Areas	
Governance	
13
Energy Transition & Climate	
19	
Energy Transition & Climate
GHG Emissions
Employee Well-Being & Culture	
27	
Health & Safety	
33
Responsible Asset Management	
37
Integrity Management
Spill Prevention & Mitigation
Waste Management
Water Management
Biodiversity & Land Use
Cyber Security & Data Privacy
Indigenous & Community Engagement	
52
Indigenous Engagement
Community & Stakeholder Relations
Data Tables & Appendices 	
61
ESG Performance Table
SASB Content Index
GRI Content Index
TCFD Content Index
Forward-looking Statements
Non-GAAP and Other Financial Measures
Table
of Contents

2022   /   Sustainability Report   /   Pembina Pipeline	
3
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Pembina’s Land 
Acknowledgement
Pembina acknowledges our traditional hosts 
and thanks them for their graciousness in 
welcoming us to carry out work on their 
traditional territories.
Pembina plays a role in the Economic Reconciliation with Indigenous 
Peoples and their respective communities where Pembina operations 
take place. We acknowledge the collective responsibility we all have 
to these lands and to the future generations who will be stewards of 
them. Pembina recognizes and respects:
	›
The spirit and intent of the United Nations Declaration on 
the Rights of Indigenous Peoples, within the context of the 
Canadian Constitution and existing Canadian laws; 
	›
The United Nations Declaration on the Rights of Indigenous 
Peoples as a framework for reconciliation; and 
	›
That all Canadians, including private industry and government, 
must play a role in advancing the Truth and Reconciliation 
Commission of Canada’s Calls to Action, and in particular, Call 
to Action Number 92, Business and Reconciliation. 
Indigenous Peoples are the traditional stewards of the lands and 
waters where each of us work and choose to live. We further 
acknowledge that the Indigenous Peoples have inhabited these 
lands and waters since time immemorial. The Indigenous Peoples’ 
territory, culture, truths, traditions, teachings, and languages 
are sacred, and we are honoured to live and work here. We 
acknowledge the original inhabitants of this place, who have 
hunted, fished, gathered, and taken care of these lands. We 
respect their right to self-determination and we honour their sacred 
spiritual connection with the land and water.

2022   /   Sustainability Report   /   Pembina Pipeline	
4
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
On behalf of the Board of Directors of Pembina Pipeline 
Corporation, I am proud to present our 2022 Sustainability Report. 
Overseeing our sustainability strategy is a core responsibility of 
the Board and one we take seriously. We dedicate significant 
time engaging on Pembina’s approach to ESG and how we are 
integrating it into our priorities, long-term business planning, 
organizational structure and corporate policies and practices. 
Over the course of last year, we are pleased to see the progress 
Pembina has made on many fronts. This progress is outlined in 
the report and covers updates on Pembina’s corporate strategy, 
material ESG topics, major investments towards a lower carbon 
economy and actions to help achieve our targets. We value the 
work the organization is doing on our climate strategy and the 
evolving ESG regulatory landscape to ensure we are set up for 
future success. 
The Board understands that a resilient and sustainable 
organization requires a strong safety culture. We know how 
critical it is for Pembina to protect people, the environment and 
the integrity of its assets. We are also proud to report that, within 
the organization and in terms of Board composition, we are 
now exceeding three of our equity, diversity and inclusion (“EDI”) 
targets, including women in executive roles as well as overall 
diversity and women on the Board. By becoming more diverse 
and inclusive, we will make Pembina a more innovative and 
resilient organization for years to come.
Finally, we recognize that effective governance is essential for a 
strong business and supports our ability to operate successfully, 
mitigate risk and enhance value for our customers, investors, 
employees and communities. The Board is confident in Pembina’s 
long-term strategy and ability to identify and understand risks 
while pursuing new opportunities so the organization can thrive. 
Pembina’s strong foundation, through its skilled workforce, 
breadth of assets, strong partnerships including with Indigenous 
communities and commitment to best practices and industry-
leading initiatives, will allow it to continue to build a more 
sustainable future. 
As we look ahead, we will continue to focus on making 
meaningful progress towards our targets and evaluate longer-term 
opportunities to support and respond to the transition to a lower-
carbon economy. ESG represents a journey for all of us. I am 
proud of the path we are on and excited to see what Pembina will 
achieve in the years to come.
Sincerely,
David M.B. LeGresley
Chair, Governance, Nominating and
Corporate Social Responsibility Committee
We will continue to 
focus on making 
meaningful 
progress towards 
our targets and 
evaluate longer-
term opportunities 
to support and 
respond to the 
transition to a 
lower-carbon 
economy.
Message from the Board

2022   /   Sustainability Report   /   Pembina Pipeline	
5
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
At Pembina, our purpose every day is to deliver extraordinary 
energy solutions so the world can thrive. We are focused on 
leveraging our assets and expertise to proactively chart a course 
toward a more sustainable future. 
In support of these efforts, our executive team and Board spent 
considerable time in 2022 refreshing our purpose and strategy 
and codifying our values. This work resulted in establishing clear 
strategic priorities focused on ensuring our business will become 
even more resilient and thrive into the future as demonstrated 
through rigorous scenario analysis. As you will read more about 
in this report, these strategic priorities align with the meaningful 
steps we are taking across our organization to advance our ESG 
performance. 
In 2022, to make our business more resilient through 
environmental leadership, we progressed our scope 1 and 
2 greenhouse gas (“GHG”) emissions reduction efforts and 
expanded our delineation of scope 3 emissions. We advanced 
several significant projects, offering tangible proof of our progress 
to date, such as completing the Empress Cogeneration facility, 
executing a second 105-megawatt (“MW”) renewable power 
purchase agreement (“PPA”), and implementing targeted 
emissions reduction projects across our assets. In addition, we 
continued to focus on employing best-practices that support 
greater transparency and accountability, including investing 
in new data technology systems and processes and making 
organizational changes to support this.
We continue to focus on creating positive, long-lasting impacts 
on the communities in which we live and work, generating 
more than $4.2 billion in direct economic value and investing 
approximately $7 million in the communities in which we operate. 
We are also focused on developing meaningful Indigenous 
partnerships and have made significant progress with the Haisla 
Nation on regulatory, engineering and commercial streams for 
Cedar LNG, the world’s first Indigenous majority-owned liquid 
natural gas (“LNG”) project. This project is an important part 
of Pembina’s strategy. It will provide long term prosperity for 
the Haisla community and support global decarbonization and 
energy security by exporting responsibly produced Canadian 
energy to offset higher emitting resources in global markets. 
We are also meaningfully advancing diversity and inclusion at 
Pembina. Through efforts like our Conversations for Change 
and Inclusion Networks, we are seeing employees share their 
experiences and build a stronger sense of belonging within the 
workplace. We promote a spirit of giving back, both through 
donations at the corporate level and by encouraging our 
Pembina colleagues to give of themselves through volunteering. 
I am honoured that we received the 2022 United Way President’s 
Award in recognition of the contributions by our employees, 
Board of Directors and retirees, including raising over $3.4 million 
through our campaign.
In this, my second year as President and CEO of Pembina and 
my thirteenth year since I joined the company, I truly believe 
the best is yet to come. With our strategic priorities embedded 
across the organization, we will continue to embrace the 
opportunities and responsibilities that come our way. Together, 
with all of our stakeholders, we will continue to create a culture 
that fosters safety, values all people, celebrates diversity, and 
creates a healthier and more sustainable future for all.
Sincerely,
Scott Burrows
President and Chief Executive Officer
Together, with all 
of our stakeholders, 
we will continue 
to create a culture 
that fosters safety, 
values all people, 
celebrates diversity, 
and creates a 
healthier and more 
sustainable future 
for all.
Message from our President and CEO

2022   /   Sustainability Report   /   Pembina Pipeline	
6
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
	›
This report has been developed using guidance from leading 
sustainability reporting standards, including the Sustainability 
Accounting Standards Board (“SASB”) and with reference 
to the Global Reporting Initiative (“GRI”). Where applicable, 
we have also referenced the recommendations of the Task 
Force on Climate-related Financial Disclosures (“TCFD”) as 
we work to align our reporting to this framework.  
	›
This report covers performance for the period January 1, 
2022 to December 31, 2022. Quantitative data from 2019, 
2020 and 2021 has been included to provide context where 
applicable.
	›
Unless otherwise stated, financial data is reported in 
Canadian dollars. For more information on Pembina’s 
financial performance, please refer to Pembina’s Audited 
Consolidated Financial statements and Management’s 
Discussion and Analysis for the year ended December 31, 
2022 and for the three months ended March 31, 2023, as 
well as our most recent Annual Information Form (“AIF”). 
Each of these documents can be found on our website 
(www.pembina.com), on SEDAR (www.SEDAR.com) and 
on EDGAR (www.sec.gov). 
	›
The terms “Pembina,” “our,” “we,” “organization,” and “the 
company” refer to Pembina Pipeline Corporation and its 
subsidiaries and affiliated entities taken as a whole.
	›
Throughout this report we have used the term “stakeholder” 
to refer collectively to the individuals and groups who have 
an interest, or may be affected by, the work that we do.
We recognize that Indigenous and Tribal People in Canada 
and the United States have distinct rights, title and 
connection to the land, as affirmed in our Indigenous and 
Tribal Relations Policy. 
	›
The terms “sustainability” and “ESG” are used 
interchangeably in this report. Generally speaking, 
“sustainability” refers to a focus on outcomes and “ESG” 
refers to a focus on the measurement of performance.
	›
On August 15, 2022, Pembina completed a joint venture 
transaction with KKR & Co. (“KKR”) to combine their 
respective Western Canadian natural gas processing 
assets into a single, new joint venture entity, Pembina Gas 
Infrastructure Inc. (“PGI”) (the “PGI Transaction”). Pembina 
owns 60% of PGI while KKR’s global infrastructure funds 
own the remaining 40%. Pembina serves as the operator 
and manager of PGI. Pembina contributed to PGI its 
wholly-owned field-based gas processing assets as well 
as its 45% interest in Veresen Midstream. KKR contributed 
to PGI its 55% interest in Veresen Midstream, as well as 
its 49% interest in PGI Processing ULC (formerly named 
Energy Transfer Canada ULC) (“ETC”). Concurrent with the 
closing of the transaction, PGI also acquired the remaining 
51% common share equity interest in ETC. Throughout this 
report the above transaction has been referred to as “assets 
acquired as part of the PGI Transaction.” For additional 
information about PGI and its approach to sustainability 
please visit Pembina Gas Infrastructure.
	›
Unless otherwise noted, this report covers performance 
for Pembina and is inclusive of assets recently acquired 
through the PGI Transaction, including all data where 
Pembina is the operator.
	›
As part of our commitment to continually improve our 
reporting, we have obtained independent third-party limited 
assurance of select 2022 environmental metrics. The select 
metrics include total scope 1 GHG emissions, scope 2 
GHG emissions, physical throughput and GHG emissions 
intensity. Additionally, we restated our 2019 baseline due 
to a material increase in emissions related to the PGI 
Transaction. As a result, we have also obtained independent 
third-party limited assurance of our 2019 restated baseline, 
including scope 1 and 2 emissions, physical throughput, and 
GHG intensity. The third-party limited assurance statement is 
available here. 
	›
This report contains forward-looking statements that are 
based on management’s current expectations, estimates, 
projections, and assumptions in light of our experience and 
perception of historic trends. This information is provided 
to assist readers in understanding the company’s future 
and expectations and may not be appropriate for other 
purposes. Please see Forward-looking Statements on 
pages 77-78 for more information.
	›
In this report, we also use certain financial measures and 
ratios that are not defined by generally accepted accounting 
principles (“GAAP”). Please see Non-GAAP and Other 
Financial Measurers on pages 78-79 for more information 
about these measures and why they are used.
Reading This Report

2022   /   Sustainability Report   /   Pembina Pipeline	
7
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Sustainability at Pembina
2022 ESG Highlights
1 An individual is considered diverse if the individual belongs to one of the four designated groups in the Employment Equity Act (Canada): Indigenous Peoples, persons with disabilities, members of visible minorities and women.
2 Pembina’s 30 by 30 target is based on an operational control approach to define our organizational boundaries for GHG reporting and includes all material scope 1 and 2 emissions sources associated with Pembina operated facilities and pipelines, as well as corporate activities.
3 Our Executive team includes our officer team as well as vice presidents in Canada and the U.S.
Governance
45% 
of our independent Board members 
were diverse1
45% 
of our independent 
Board members were women
Aligned 
25% 
of our employees’ short-term 
compensation goals to 
environmental 
and workforce metrics
Completed climate-
aligned scenario analysis 
to validate our corporate strategy
Employee
Well-Being 
& Culture 
Held 18 EDI-related 
events with over 
2,500 attendees
Introduced our 
inaugural Pembina RISE 
(“Recognize Individuals who 
Show Excellence”) Awards, 
a comprehensive employee 
awards celebration that aligns 
with our values
Recognized as one of 
Alberta’s Top 75 
Employers 
for the tenth consecutive year
Energy 
Transition 
& Climate
On track to achieve our GHG 
emissions intensity reduction target of 
30% by 20302
Established a sustainability-
linked loan tied to our GHG 
emissions intensity target 
Advanced development of the 
Alberta Carbon Grid (“ACG”) and 
the Cedar LNG project
Signed a PPA for 105 MW 
from the Wild Rose 2 Wind Farm
Implemented GHG abatement 
projects resulting in more than 
60,000 tonnes of annual emission 
reductions
26%
women in the workforce
35%
women in executive 
leadership3
28%
women in 
managerial positions

2022   /   Sustainability Report   /   Pembina Pipeline	
8
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Indigenous & 
Community 
Engagement
Employees volunteered 
more than 3,500 hours  
97% completion rate 
of Indigenous Awareness training
Redesigned 
supply chain process 
to embed and integrate Indigenous 
engagement
Received United Way 
President’s Award 
recognizing our longstanding commitment to 
create lasting social change
Health & 
Safety
Completed more than
8,000 hazard identifications
Approximately 
15,000 positive safety 
recognitions submitted
Completed three major 
turnarounds at the Redwater, 
Channahon and Hythe facilities with 
zero injuries 
Rolled out 
Inclusive Personal Protective 
Equipment (PPE) Project 
to provide a safer, more 
inclusive and equity-based 
option for all employees
Responsible
Asset 
Management
Recovered over 99% 
of hydrocarbons spilled 
and remediated impacted sites
Conducted over 100 
emergency management personnel 
training sessions and exercises
Implemented satellite imagery 
technology to assist right-of-way 
(“RoW”) monitoring
Received Green Marine 
environmental certification 
for Prince Rupert Terminal‘s marine 
operations on Watson Island

2022   /   Sustainability Report   /   Pembina Pipeline	
9
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
We are committed to creating a great culture and elevating the 
experience of our stakeholders. To that end, in 2022, we codified 
our values that represent the behaviours Pembina’s people strive 
to exhibit every day.
Clearly communicating our values is the start of the journey 
toward operational excellence. Our vision is to be best-in-
class operators as measured through our balanced scorecard 
of safety, reliability, environmental performance, employee 
engagement, and profitability. This journey involves the entire 
enterprise and seeing our values in action is pivotal to our future 
success.
About Pembina
Pembina is a leading energy transportation 
and midstream service provider that has 
served North America’s energy industry for 
more than 65 years. 
Pembina owns an integrated network of hydrocarbon liquids 
and natural gas pipelines, gas gathering and processing 
facilities, oil and natural gas liquids (“NGLs”) infrastructure and 
logistics services, and an export terminals business. Through 
our integrated value chain, we seek to provide safe and reliable 
energy solutions that connect producers and consumers across 
the world, support a more sustainable future and benefit our 
customers, investors, employees and communities. For more 
information, please visit pembina.com.
In 2022, following a period of succession and reorganization, 
Pembina’s executive team and Board took the year to review 
and refresh our purpose and strategy and codify our values 
to ensure we continue to build on our successful history and 
remain resilient into the future. Part of the strategy work included 
undertaking scenario analysis using the International Energy 
Agency (“IEA”) future energy scenarios4 including the Stated 
Policies Scenario3 (“STEPS”) and the Sustainable Development 
Scenario (“SDS”) to evaluate the potential implications of 
changes in the rate of decarbonization and energy demand both 
at the regional and global scale. The strategy work was guided 
by input from our Board and the scenario analysis served as 
an important input into the refreshed corporate strategy. The 
refreshed perspective positions Pembina to continue to invest in, 
grow, and decarbonize the core businesses that provide critical 
transportation and midstream services ensuring reliable and 
secure energy supply. At the same time, we will capitalize on 
exciting opportunities to leverage our assets and expertise into 
new service offerings that proactively respond to the transition to 
a lower-carbon economy.
Our Purpose
Our refreshed purpose reflects the breadth and diversity of our operations and future 
aspirations:
Our Values
Pembina cares not only about results, but also how those results are achieved. 
To deliver extraordinary energy solutions 
so the world can thrive.
4 International Energy Agency World Energy Outlook 2021. Available online at https://www.iea.org/reports/world-energy-outlook-2021

2022   /   Sustainability Report   /   Pembina Pipeline	
10
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Our Strategic Priorities 
Our strategy recognizes that the future is 
dynamic, the energy industry is rapidly 
evolving, and scenarios exist that could 
materially impact our performance and 
resilience longer term. 
Our core business, focused on energy transportation and 
midstream services, is sound and we will continue to invest in, 
and grow, our integrated value chain to meet our customers' 
needs for many years to come, including responding to 
opportunities to provide new services.
In continuing to meet global energy demand and our customers’ needs, while ensuring Pembina’s 
long-term success and resilience, the company has established four strategic priorities: 
1
 To be resilient, we will sustain, 
decarbonize, and enhance our 
businesses. 
We will focus on strengthening and growing 
our existing franchise and demonstrating 
environmental leadership.
We will expand our portfolio to include new 
businesses associated with lower-carbon 
commodities.
We will continue to support the transformation of 
Western Canadian Sedimentary Basin commodities 
into higher margin products and enabling more 
coastal egress.
3
To meet global demand, 
we will transform and 
export our products. 
We remain committed to delivering excellence for our 
four key stakeholder groups meaning that: 
	›
Employees say we are the ‘employer of choice’ and value our safe, 
respectful, collaborative, and inclusive work culture.
	›
Communities welcome us and recognize the net positive impact of 
our social and environmental commitment.
	›
Customers choose us first for reliable and value-added services.
	›
Investors receive sustainable industry-leading total returns.
4
To set ourselves apart, we 
will create a differentiated 
experience for our stakeholders.
2
To thrive, we will invest in the 
energy transition to improve 
the basins in which we 
operate.
In executing our strategy, we remain committed to our financial guardrails and delivering 
industry-leading returns through prudent capital allocation and a focus on return on 
invested capital.

2022   /   Sustainability Report   /   Pembina Pipeline	
11
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
OIL SANDS
MONTNEY
SWAN HILLS
CARDIUM
DUVERNAY
BAKKEN
DEEP BASIN
BRITISH
COLUMBIA
ALBERTA
SASKATCHEWAN
MANITOBA
GRANDE PRAIRIE
FORT ST. JOHN
PRINCE GEORGE
EDMONTON
NAMAO
CALGARY
TIOGA
FORT MCMURRAY
VANCOUVER WHARVES
& JET FUEL PIPELINE
COCHIN PIPELINE
ALLIANCE PIPELINE
REDWATER COMPLEX
PRINCE RUPERT LPG 
EXPORT TERMINAL
CEDAR LNG
(pre-FID)
	›
Pipelines Division: We own and operate a strategically 
located pipeline network that serves various markets and 
basins across North America.
	›
Facilities Division: We own and operate natural gas 
processing and NGL fractionation facilities, export terminals, 
and related infrastructure.
	›
Marketing and New Ventures Division: To support our 
customers’ overall business interests, we seek to create new 
markets and further enhance existing markets through the 
development of infrastructure.
Conventional Pipelines
Oil Sands Pipelines
Transmission Pipelines
Fractionator
Gas Processing Plant
Pembina Gas Infrastructure
Our Operations
Pembina is structured into three divisions:

2022   /   Sustainability Report   /   Pembina Pipeline	
12
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Governance
Responsible 
Asset Management 
Employee 
Well-Being & Culture
Health 
and Safety 
Indigenous and 
Community Engagement
Energy Transition 
and Climate
Strong governance is essential 
to support the achievement of 
our sustainability goals.
We are great together – we 
aspire to create a culture 
that provides meaningful 
opportunities and attracts and 
retains diverse talent. 
We are committed to ensuring 
the reliability of our assets and 
protecting the environment. 
Safe is a core Pembina value 
and we are committed to zero 
harm to our people, assets and 
environment. 
We recognize the important 
relationship that Indigenous 
Peoples have with the land and 
value our relationships with all 
the communities in which we 
operate.
Pages 13-18
Climate change presents both 
opportunities and risks for our 
business. Through our refreshed 
strategy and continued innovation, 
we can support the energy transition. 
Pages 33-36
Pages 19 - 26
Pages 37-51
Pages 27 - 32
Pages 52-60
Sustainability Focus Areas
5 The terms “material”, “materiality” and “materiality assessment” are used specifically in this report to identify the sustainability topics that we believe are important to our stakeholders. These definitions may not be the same as the meaning of “material” pursuant to 
applicable securities legislation.
To determine which sustainability-
related areas are of highest priority 
to our business we have taken a 
deliberate and robust approach to 
identify our material focus areas5, 
using a third-party materiality 
assessment that included broad 
engagement with capital markets 
and other stakeholders. Based on 
the results of this assessment, we 
have organized our report into six 
sustainability focus areas:

2022   /   Sustainability Report   /   Pembina Pipeline	
13
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Pembina’s commitment 
to strong and effective 
governance is foundational 
to our thriving and resilient 
business and supports our 
ability to operate successfully, 
mitigate risk and enhance value 
for our customers, investors, 
employees and communities. 
25%
of our employees’ 
short-term 
compensation 
targets relate goals to 
environmental and 
workforce metrics
Analyst Corner
2023 Management Information Circular - Governance (pages 28-56)
2022 Annual Information Form - Corporate Governance (pages 57-61)
CDP Climate Change Submission
Website - Governance
Governance
45%
of our independent 
Board members are 
diverse
Additional information on our governance practices 
can be found in our 2023 Management Information 
Circular and on the governance page of our website.

2022   /   Sustainability Report   /   Pembina Pipeline	
14
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Overseeing our sustainability strategy 
is a core responsibility of the Board. 
The Board regularly engages on ESG issues 
through presentations by management and 
third-party experts at its annual strategy 
sessions and quarterly meetings.
On certain key sustainability topics, the Board has delegated 
regular oversight to specific Committees including:
	›
The Governance, Nominating and Corporate Social 
Responsibility Committee (the “Governance Committee”) 
assists the Board in providing oversight of our ESG 
strategy and makes recommendations to the Board on the 
integration of ESG considerations into long-term business 
planning, organizational structure and corporate policies 
and practices. The Governance Committee also reviews 
the enterprise risk oversight functions of the Board and 
Board Committees to confirm that identified risk oversight 
is appropriately allocated and facilitates and provides 
education to the Board, including on ESG matters.
	›
The Safety, Environment and Operational Excellence 
Committee oversees the development, implementation 
and monitoring of risks and policies related to process and 
occupational safety, environment, operational excellence, asset 
integrity management, corporate security and cyber security.
	›
The Human Resources, Health and Compensation 
Committee (the “HR Committee”) oversees our approach 
to employee health and wellness as well as EDI strategies 
and programs. The HR Committee is also responsible for 
approving our incentive compensation programs for all 
employees and executives, including the incorporation of 
ESG metrics into those programs.
	›
The Audit Committee maintains oversight of the integrity of 
Pembina’s financial statements, the reporting process and 
the internal audit function.
Approach
The Board’s Role

2022   /   Sustainability Report   /   Pembina Pipeline	
15
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Teams across our entire business collaborate and work cross-functionally to support the advancement of 
our ESG priorities.
President and Chief Executive 
Officer (CEO)
Responsible for providing oversight and coordination of sustainability-related matters 
and for ensuring timely and effective reporting to the Board and our stakeholders.
Senior Vice President and Chief 
Financial Officer (CFO)
Responsible for overall financial stewardship, including assessing climate-related 
risks and opportunities, financial reporting as well as providing timely, accurate and 
transparent information to our stakeholders.
Senior Vice President and Chief 
Operating Officer (COO)
Responsible for pipeline and facility operations, business development and 
commercial services, operationalizing our ESG objectives, including through 
engineering and construction, and supporting our various Operating Management 
System (“OMS”) strategies and programs.
Senior Vice President and 
Corporate Development Officer
Responsible for initiatives associated with extending our value chain and exploration 
of new opportunities centered around a lower carbon economy, including New 
Ventures.
Senior Vice President and 
Corporate Services Officer
Responsible for advancing Pembina’s ESG objectives by fostering an inclusive 
organization and culture and the diversity of our employee base as well as strategic 
supply chain management and through support of our various OMS strategies and 
programs.
Senior Vice President, Marketing 
and Strategy Officer
Responsible for overseeing our strategy work, including the evaluation of enterprise 
risks and sustainability-related factors, energy management, carbon markets, 
as well as managing the enterprise transformation portfolio that contributes to our 
ESG performance. 
Management’s Role
Management plays a critical role in 
advancing our sustainability objectives. 
Each member of our senior executive team is responsible for 
components of sustainability, including employee and contractor 
safety, environment and process safety, assessing climate-related 
risks and opportunities, overseeing the development of strategic 
opportunities, enhancing organizational culture and diversity of 
our employee base and reporting to the Board on our 
ESG-related actions.
Senior Vice President, External 
Affairs and Chief Legal and 
Sustainability Officer
Responsible for overseeing our ESG strategy, including oversight and monitoring 
of sustainability issues, risks, trends, and our performance, as well as making 
recommendations to the executive team and Board on sustainability matters.

2022   /   Sustainability Report   /   Pembina Pipeline	
16
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Indigenous 
and Community 
Engagement
Environment, 
Regulatory
 and Land
ESG
Safety
Legal
Enterprise Risk Management
Our Enterprise Risk Management (“ERM”) program underpins 
the identification, measurement, prioritization and management 
of enterprise level risk across our company, including climate-
related risks and opportunities, in alignment with our corporate 
strategy. Our ERM policy defines principles and specific 
expectations associated with our risk management activities and 
governance. All employees are required to sign off on our ERM 
policy, outlining individual responsibilities for the identification, 
reporting and mitigation of risks. 
We consider several factors, both qualitative and quantitative, 
when defining a substantial financial or strategic impact on our 
business. Assessments of identified risks and opportunities 
include the evaluation of potential impacts on financial results, 
health, safety, environmental conditions, operating assets 
and reputation. It can also include external reports on macro 
considerations and associated risks we see in the market, 
political and business environments. The associated probabilities 
are also considered, and those with higher potential financial 
or strategic impact are prioritized accordingly for investigation, 
management, mitigation or implementation.
Once the Enterprise Risk Management Committee (“ERC”) has 
identified a risk, an executive officer is assigned as risk owner 
based on associated oversight and portfolio responsibility. 
The ERC meets at least quarterly to review the performance, 
appropriateness and current business environment surrounding 
our risk management activities, with an additional, more 
comprehensive review completed annually. As part of the review 
process, the identified risk is evaluated against our identified 
potential scenarios to help determine our strategic direction and 
mitigation measures.
Management reports periodically to the Board about the risks 
that have been identified by our ERM program and at least 
once per year, presents to the Board a summary of the ERC’s 
review of risk identification, management and reporting and any 
deficiencies identified. These include risks related to climate 
change, occupational safety and cyber security among others. 
Refer to our 2023 Management Information Circular for more 
information on our ERM process.
In addition to our formal organizational structure, there are a number of cross-functional committees and teams 
that help manage risk, share learnings and collaborate on new opportunities that support our ESG-related priorities.
Supply 
Chain
Asset and 
Integrity 
Management
Information
Services
Human 
Resources
Corporate 
Services
Sustainability 
At Pembina
Sustainable 
Financing
Investor 
Relations
Finance
Business 
Development
Engineering and 
Construction
Operating 
Management 
System
Operations
External 
Affairs
New 
Ventures
Corporate 
Strategy
Energy
 Management
Continuous 
Improvement
Marketing 
and 
Strategy
Energy 
Transition 
Business 
Development
Enterprise 
Risk

2022   /   Sustainability Report   /   Pembina Pipeline	
17
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Operating Management 
System 
Damage Prevention 
& Public Awareness 
Program
Ensuring the safety of those 
living and working near our 
assets. 
Ensuring safety, reliability 
and longevity throughout the 
lifecycle of our pipelines and 
facilities.
Asset Integrity 
Management Program
Responding to emergency 
conditions to mitigate risk 
to workers, the public, the 
environment and property. 
Emergency Management 
Program
Ensuring employees are 
qualified to perform their 
responsibilities.
Operator Qualification 
Program
Operating Management System
Environment Management 
Program
Protecting the environment 
for all phases in the lifecycle 
of an asset: project planning, 
construction, operation, 
decommissioning and 
reclamation.
Promoting a safe culture 
and prevention of incidents.
Safety Management 
Program
Protecting people, the 
environment, information 
and assets.
Security Management 
Program
Driving consistency and 
managing risk in operations 
and maintenance activities.
Operations and 
Maintenance Program
The ERM program is aligned with our OMS, an operational 
framework that governs our key sustainability-related topics 
including safety, security, emergency management, integrity and 
environment. The OMS is a continuous improvement framework 
supported by policies, processes and procedures to guide 
planning, implementation, checking and corrective action.
More information on the OMS programs can be found in the 
Health and Safety and Responsible Asset Management sections 
of this report and in our AIF.
We are on a journey to more fully enhance our supply chain 
processes to better incorporate community-based and diverse-
owned businesses that provide quality goods and services. 
Governed by our Supplier Code of Conduct, we work with 
businesses who identify safety as a top priority, uphold the 
highest standards of ethics and integrity, and are economically, 
environmentally, and socially responsible. Please refer to our 
Employee Well-Being and Culture and Indigenous Engagement 
sections of this report for more information.
Supply Chain Management
Quality Assurance Program

2022   /   Sustainability Report   /   Pembina Pipeline	
18
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
	›
Board independence: All our directors, other than our 
CEO, are independent.
	›
Board attendance: Our Board meeting attendance was 
approximately 99%.
	›
Board gender diversity: Our Board has a gender diversity 
target of at least 30% for independent Board members. As 
of December 31, 2022, 45% of our independent directors 
were women.
	›
Overall Board diversity: Our Board has an overall diversity 
target of at least 40% of the independent directors being 
women, persons with disabilities, Indigenous Peoples and/
or members of other racial, ethnic and/or visible minorities. 
In 2022, we met this target with 45% of our independent 
directors being diverse. As of the date of this report, 55% 
of our independent directors are diverse.
	›
Executive and employee gender and diversity: 
We made significant progress towards achieving a more 
diverse workforce. Refer to the Employee Well-Being and 
Culture section of this report for additional details. 
	›
Purpose and Strategy: The Board approved a refreshed 
purpose and strategy that recognizes the future is dynamic 
and the energy industry is rapidly evolving. The strategy work 
utilized scenario analysis to help ensure our business will be 
resilient in the future. Refer to the About Pembina section
of this report for more information on our corporate strategy. 
	›
ESG tied to compensation: ESG performance continues 
to be part of our annual corporate short-term incentive 
compensation for all eligible employees, including safety, 
GHG emissions and EDI performance.
	›
ESG Data and Technology: We made significant 
investments in technologies that enhance our overall ESG 
disclosure. The first is a comprehensive program supporting 
all ESG data collection, compilation, and review process for 
our annual Sustainability Report and other ESG reporting 
commitments. The second is a new GHG emissions platform 
that will aggregate our emissions from our facilities into one 
system and provide more timely emissions information which 
we believe will enhance our ability to proactively reduce 
emissions. These advancements in technology and reporting 
will assist in accelerating our ESG reporting and improve our 
internal controls over our ESG data.
2022 Performance
Key 2022 governance highlights are as follows:
We are honoured 
to be recognized in
The Globe and Mail’s 2023 
Report on Business 
Women Lead Here
- an annual editorial benchmark 
which identifies Canadian 
businesses with the highest 
executive gender diversity. 
As of December 31, 2022, 35% 
of our executives were female.
Looking Forward:
2023 and Beyond
Pembina remains committed to maintaining 
robust governance practices and will 
continue to leverage best practices to 
progress in this area.
We continue to monitor the dynamic ESG regulatory landscape 
for developments that could impact our company, including 
climate-related proposals/regulations from the International 
Sustainability Standards Board, guidance from the Canadian 
Sustainability Standards Board, the Security and Exchange 
Commission, and the Canadian Securities Administrators. We are 
also preparing for climate-related regulated financial disclosure 
through participation in industry groups and engagement with 
government. 
Going forward, we will continue to enhance the integration of 
ESG metrics into our supply chain processes to create clear 
expectations and help guide decisions about the suppliers with 
which we work.

2022   /   Sustainability Report   /   Pembina Pipeline	
19
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
This section covers two related topics: 
Pembina’s broader approach to the energy 
transition and our update on our GHG 
emissions.
We are committed to environmental 
leadership through responsible 
operation of our existing assets and 
investment in the energy transition. 
Our approach includes reducing 
our operational emissions through 
technology and improved operating 
practices, increasing our use of 
renewable energy and allocating 
capital to lower carbon investments. 
As part of our approach, we are 
committed to achieving our GHG 
emissions intensity reduction target 
to reduce scope 1 and scope 2 GHG 
emissions intensity 30% by 2030, 
relative to a 2019 baseline (“30 by 30”).  
Analyst Corner
2022 Annual Information Form - Risks Related to Climate Change (pages 102-104)
2022 Annual Report - Risks Related to Climate Change (pages 65-66)
CDP Climate Change Submission
Website - Energy Transition & Climate
Energy
Transition & 
Climate Change
On track to reduce 
GHG intensity
30% by 2030
Achieved 
operational GHG 
reductions of
> 60,000 
tonnes per year

2022   /   Sustainability Report   /   Pembina Pipeline	
20
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Our Approach
We understand the complexity of providing reliable secure energy to power the economy and sustain and improve global standards of 
living, while at the same time addressing the risks associated with climate change. 
 2
Developing 
transformational 
opportunities 
like the ACG, Cedar 
LNG and the proposed 
Blue Ammonia and 
Low Carbon Complex 
projects
3
Investing in 
renewables 
through power 
purchase agreements 
and developing solar 
projects integrated 
with our existing 
assets
 1
Reducing emissions 
from our operations 
through equipment 
modernization, 
system optimization 
and fugitive emissions 
management in 
support of achieving 
our 30% by 2030 target
6
Working with 
government and 
lending partners 
to access energy 
transition grants, 
incentives and 
financing 
5
Tying executive 
and employee 
short-term incentive 
compensation 
to GHG emissions 
reduction 
performance
Some of the ways we are approaching this important work includes:
Western Canada is fortunate to have abundant hydrocarbons, 
and with our customers and asset base, we have a unique 
opportunity in delivering environmentally responsible energy.
In 2022, as part of the work we completed to refresh our 
corporate strategy, we undertook robust scenario planning to 
evaluate the potential implications of changes in the rate of 
decarbonization and energy demand both at the global and 
regional scale. By evaluating our business performance against 
a range of potential energy futures we were able to test the 
resilience of our business and establish strategic priorities to 
ensure the business will thrive through 2030 and beyond. This 
resulted in alignment on strategic priorities including a focus on 
environmental leadership to sustain, decarbonize, and enhance 
our businesses and investing in the energy transition to improve 
the basins in which we operate. 
4
Linking our 
financing strategy 
to achieving 
our emission 
reduction targets
Energy Transition and Climate

2022   /   Sustainability Report   /   Pembina Pipeline	
21
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
2022 Performance
From an operations perspective, 
we implemented a number of 
improvements to reduce our absolute 
emissions including completion of the 
Empress Cogeneration facility, as well as 
many efficiency enhancements, including 
pump replacements and optimizations, 
pipeline flow rate optimizations, engine 
conversions from rich-burn to lean-burn, 
fugitive leak repairs, and several other 
initiatives. These actions resulted in an 
absolute annual reduction of approximately 
60,000 tonnes of GHG emissions.
We also took a step to align our financing strategy with our ESG 
priorities by establishing a sustainability-linked loan. The $1 
billion sustainability-linked revolving credit facility contains pricing 
adjustments that reduce or increase borrowing costs based 
on our performance relative to our GHG emissions intensity 
reduction performance target. The specific terms of the new 
loan facility include annual targets that align with our trajectory 
towards our 2030 goal. 
We made further advancements in securing renewable energy 
sources. Following our first PPA for the offtake of 100 MW of 
renewable energy power from the Garden Plain Wind Farm in 
2021, we signed a second agreement with a wholly owned 
subsidiary of Capstone Infrastructure Corporation for the offtake 
of 105 MW from the Wild Rose 2 Wind Farm. 
Wild Rose 2 Wind Farm
In May 2022, Pembina entered into a PPA with Capstone 
Infrastructure to offtake 105 MW of renewable energy and 
associated renewable attributes over a 15 year period from 
their 192 MW Wild Rose 2 Wind Farm, which is currently 
under development. The PPA signals another step forward 
towards a low-carbon electricity sector in Alberta. 
The Wild Rose 2 Wind Farm will be constructed in Cypress 
County, Alberta, approximately 35 kilometres (“km”) southeast 
of Medicine Hat, and will benefit from the exceptionally high 
wind resource in the area.
“We are pleased to be working with 
Capstone on their project and furthering 
our sustainability goals. Power purchase 
agreements are an effective tool to 
support development of renewable 
energy infrastructure, lower emissions, 
and support the transition to a lower 
carbon energy system.”
Scott Burrows, Pembina’s President and CEO
Pembina is committed to environmental leadership through our 
emission intensity reduction target and proposed projects like 
the ACG. We are currently evaluating what would be necessary
to achieve net zero emissions at some of our higher emitting 
facilities and will use this information to help inform our longer 
term approach. As part of this assessment we will continue to 
carefully evaluate several factors and uncertainties including:
	›
the development of new technologies and solutions, and 
their applicability to Pembina’s specific operations;
	›
evolving climate change and carbon pricing regulations and 
legislation; and
	›
the commercial impact of pursuing net zero emissions.
Importantly, net zero targets can only be credible with robust short 
and medium-term targets, which is where we are focused today.

2022   /   Sustainability Report   /   Pembina Pipeline	
22
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Alberta Carbon Grid (ACG)
Pembina and TC Energy are jointly developing the ACG, a carbon transportation and sequestration system, which 
will enable Alberta-based industries to effectively manage their GHG emissions, contribute positively to Alberta’s 
lower-carbon economy and create sustainable long-term value for Pembina and TC Energy stakeholders. 
The ACG project is expected to provide emitters in the area with a cost-effective, safe and reliable solution to 
permanently store carbon dioxide (“CO2“) in geological formations two kilometres below the surface. In 2022, 
Pembina and TC Energy entered into a carbon sequestration evaluation agreement with the Government of 
Alberta to further evaluate one of the largest areas of interest (AOI) for the ACG project. This agreement will allow 
the ACG to move forward into the next phase of the province’s carbon capture use and storage process to 
provide confidence to customers, Indigenous communities, stakeholders and government in the project’s carbon 
storage capabilities. 
The first phase of the system is the Industrial Heartland project, which will have the potential of storing up 
to 10 million tonnes of CO2 annually. Our long-term vision is to annually transport and store up to 20 million 
tonnes of CO2 through several hubs across Alberta. These hubs are part of our ongoing commitment to energy 
diversification and will support federal emissions targets to reduce CO2 and other GHG emissions by at least 40% 
compared to 2005 levels by 2030.
Learn more about the ACG Industrial Heartland Project at www.albertacarbongrid.ca.
Cedar LNG
Cedar LNG is a partnership between Pembina and the Haisla Nation to develop a proposed floating LNG facility 
in Kitimat, British Columbia, within the traditional territory of the Haisla Nation. Cedar LNG is the world’s first 
Indigenous majority-owned LNG project. Powered by renewable energy from BC Hydro, the project will be one 
of the lowest carbon LNG facilities in the world, providing significant opportunities for both the Haisla Nation and 
the region. The project is strategically positioned to leverage Canada’s abundant natural gas supply and British 
Columbia’s growing LNG infrastructure to produce industry-leading, low-carbon, cost-competitive Canadian LNG 
for overseas markets. Cedar LNG is expected to contribute to the displacement of coal as an energy source 
in Asia and could achieve higher prices for Canadian producers, contributing to lower overall emissions, and 
enhancing global energy security. As a replacement for coal power, it is estimated that LNG from Cedar could 
result in GHG reductions of six to 14 million tonnes of carbon dioxide equivalent (“tCO2e”) per year, on a lifecycle 
basis. 
In 2022, the Cedar LNG project continued to progress regulatory, commercial and engineering workstreams as it 
moves towards a final investment decision in 2023.
Refer to the Indigenous Engagement section of this report for more information.
We are pleased to share that we have advanced development of two major proposed energy transition investments, ACG and Cedar LNG:

2022   /   Sustainability Report   /   Pembina Pipeline	
23
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
We continue to work on increasing Pembina’s 
long-term value and helping ensure Canadian 
energy is developed and delivered responsibly. 
Going forward, our focus is on:
	›
Implementing opportunities to improve operational efficiency and asset 
optimization to reduce emissions and environmental impacts;
	›
Advancing the ACG by continuing evaluation of the proposed location to 
safely sequester carbon, progressing engineering work and advancing 
commercial discussions with customers;
	›
Progressing Cedar LNG to a final investment decision. In March 2023, 
we achieved a major project milestone in receiving our Environmental 
Assessment Certificate from the British Colombia Environmental Assessment 
Office and the positive Decision Statement from the Federal Minister of 
Environment and Climate Change noting that Cedar LNG “would be 
among the lowest-emitting LNG production facilities in the world based 
on its GHG emissions intensity, due largely to its reliance on clean 
hydroelectricity for power. This aligns with Canada’s expectations for 
best-in-class GHG emissions performance by oil and gas projects;”
	›
Advancing Pembina’s recently announced Joint Venture with Marubeni 
Corporation of Japan to investigate the building, transporting and delivery 
of Blue Ammonia (derived from natural gas utilizing carbon capture and 
storage technologies) to Asian markets. This project, along with other energy 
transition projects (e.g., ACG), will serve as an anchor development for our 
envisioned Low Carbon Complex that would be located adjacent to our 
existing Redwater assets; 
	›
Continuing to explore investment opportunities in renewable power including 
the proposed development of a 5MW solar farm at our Empress facility 
and a potential solar program at one of our pump stations. Additionally, we 
expect the Garden Plain Wind Farm to be operational in mid 2023 and the 
Wild Rose 2 Wind Farm to be operational in late 2024; and
	›
We are evaluating an investment in a major energy transition venture fund 
focused on early-stage decarbonization, infrastructure and technology 
opportunities.
Looking Forward
2023 and Beyond
PHOTO?

2022   /   Sustainability Report   /   Pembina Pipeline	
24
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Our Approach
At Pembina, we are committed to environmental leadership, including reducing GHG emissions across our operations. 
In late 2021, we established a GHG emissions intensity 
reduction target and over the last two years we have executed 
a number of emissions reduction and clean technology 
projects. We have also made investments in measurement and 
data management technologies both of which will improve the 
timeliness of our reporting. 
Pembina’s GHG emissions footprint is generated from its 
facility and pipeline operations. Scope 1 GHG emissions result 
primarily from fuel combustion, flaring and venting at our 
facilities. Scope 2 GHG emissions are primarily from purchased 
electricity, which is used to run equipment and power our 
offices. A breakdown of the composition of our 2022 scope 1 
and 2 emissions is shown on page 25.
	
>
Our 30 by 30 commitment to reduce GHG emissions intensity 
30% by 20306, relative to a 2019 baseline. The target will help guide 
business decisions and improve overall emissions intensity performance 
while increasing our long-term value and ensuring Canadian energy is 
developed and delivered responsibly;
	
>
Reduction of scope 2 emissions through purchase and generation of 
renewable electricity;
	
>
Expanding our scope 3 emission measurement and reporting;
	
>
Reducing GHG emissions through energy efficiency and asset optimization, 
as well as investing in abatement projects across our assets including 
equipment modernization, electrification, and small-scale renewable energy 
projects;
	
>
Improvements in GHG measurement, data management, and assurance 
processes to ensure timely and accurate evaluation of our progress; and 
	
>
Continuing to further align to TCFD reporting standards.
Our approach to 
GHG emissions includes: 
reduction in greenhouse gas emissions intensity by 2030
Operational 
>	 Optimizing asset capacity and 
operations
>	 Constructing cogeneration 
facilities
>	 Modernizing and optimizing our 
assets to reduce the amount of 
energy consumed
>	 Enhancing leak detection and 
repair programs at facilities
>	 Reducing flaring and venting
Multiple pathways to achieve target
Renewable 
Energy
>	 Increasing the use of 
renewable energy through 
power purchase agreements 
with TransAlta on the 100MW 
Garden Plain Wind Power 
Project and with Capstone on 
the 105MW Wild Rose 2 Wind 
Farm
>	 Exploring other potential 
renewable power 
opportunities
Investing in a 
Lower Carbon Economy 
>	 Developing the Alberta 
Carbon Grid to effectively 
manage emissions and 
contribute positively to a 
lower-carbon economy
>	 Evaluating pilot projects for 
carbon capture and storage 
at Pembina’s gas processing 
and fractionation facilities
30% 
GHG Emissions 
6 Pembina’s 30 by 30 target is based on an operational control approach to define our organizational boundaries for GHG reporting and includes all material scope 1 and 2 emissions sources associated with Pembina operated facilities and pipelines, as well as 
corporate activities.

2022   /   Sustainability Report   /   Pembina Pipeline	
25
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
2022 Performance
In August 2022, we closed the PGI 
Transaction which added emissions sources, 
including three gas processing facilities and 
other pipeline related infrastructure.
As a result, our GHG emissions baseline was subject to a 
material adjustment. To enable comparison and support tracking 
against our target, we recalculated and assured our 2019 
baseline to include the contribution of these gas processing 
facilities. The following chart illustrates our restated baseline and 
target emissions.
Scope 3 Emissions
The calculation of scope 3 emissions relies on best available 
data and includes a number of assumptions and estimations. 
In 2022, we refined our methodologies to enhance the 
accuracy of reported metrics and continue to report estimates 
on six scope 3 categories including:
	›
Fuel and energy-related activities 
(not included in scope 1 or 2);
	›
Waste generated in operations;
	›
Business travel;
	›
Employee commuting; 
	›
Upstream leased assets; and
	›
Investments.
2019
2020
2021
2022
...
2030
GHG Emissions Performance*
(000’s)
tonnes CO2e
tonnes CO2e / BOE
 
	
Scope 1 Emissions 
	 Emissions Intensity
 
	
Scope 2 Emissions 
	 Emissions Intensity Target
5,000
4,000
3,000
2,000
1,000
0
0.0040
0.0035
0.0025
0.0020
0.0015
0.0010
0.005
0
2022 Scope 1 and 2 Emissions Composition
55%
9% 
2% 
2%
Combustion
Flaring
Venting
Other
Scope 1 Total
68%
Scope 2 Total
32%
31% 
1%
Purchased
Electricity
Purchased
Heat
In 2022, we achieved a year over year GHG emissions intensity 
reduction of 1.6%, with a cumulative reduction of 1.2% against 
the adjusted 2019 baseline. Since 2019 we have grown our 
business, bringing on additional processing facilities and pipeline 
volumes, while remaining committed to reducing our emissions. 
Contributions to emissions reductions in 2022 include:
	›
Startup of the Empress Cogeneration facility in October 
2022;
	›
Asset modernization including the optimization of 
compressors, pumps, and pipeline flow rates and timing; 
and
	›
Reducing our fugitive emissions through more rigorous and 
integrated maintenance and repair practices that enabled us 
to expedite the identification and repair of leaks. 
In 2022, the contribution of scope 2 emissions (as a percentage 
of total scope 1 and 2 emissions) decreased to 32% as 
compared to 42% in 2021.This change was primarily as a result 
of proportionally higher scope 1 emissions attributable to the 
incremental assets acquired as part of the PGI Transaction. Our 
absolute scope 2 emissions remained relatively consistent as the 
additional scope 2 emissions attributable to the PGI assets were 
offset by a decrease in the Alberta power grid intensity.  
*2019 baseline scope 1 & 2 GHG emissions have been restated to include an 
additional 992,840 tonnes of CO2e from the incremental assets acquired as part 
of the PGI Transaction. Emissions data presented in the figure above for 2020 and 
2021 has also been updated to reflect the emissions from assets added through 
the PGI Transaction.

2022   /   Sustainability Report   /   Pembina Pipeline	
26
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Engine Optimization
In 2022, with financial support from 
Emissions Reduction Alberta’s Small 
Producers Energy Efficiency Deployment 
(SPEED) program, we received approval 
to install Air-Fuel Ratio Control systems 
on four engines within our Alberta gas 
processing network. These conversions 
allow for improved fuel consumption 
on these large gas compressors using 
an electronic fuel injection system. 
The air-fuel ratio control system is a 
novel technology that provides rich-
to-lean conversion and engine control 
optimization. The system should result 
in an approximately 15% improvement 
in fuel efficiency, improved runtime, and 
reductions of both CO2 and nitrogen oxide 
(“NOx”) emissions. The projects will result 
in a cumulative GHG emissions reduction 
of approximately 3,400 tCO2e per year.
We will continue to enhance our GHG 
emissions quantification and reporting 
capabilities. 
We are implementing an Emissions Data Management project 
that will enable consolidation of all emissions data, including 
surveys and equipment, onto one platform. This new system 
will not only support more timely and efficient reporting but will 
enable near real-time analytics and insights into our operations. 
In 2023, we will also undertake a robust assessment of 
decarbonization projects and technologies at some of the higher 
emitting facilities across our operations. This information will 
help inform our approach to longer-term targets. Through this 
assessment, we will assess the range of applicable technologies 
and solutions, their costs, compliance obligations and broader 
applicability to our entire operations. 
Additionally, we continue to work on improving the accuracy and 
comprehensiveness of the most material categories of scope 3 
emissions and may include additional categories in future reporting 
or revise our reporting to exclude non-material categories.
Looking Forward
2023 and Beyond
Fuel and 
energy-related 
activities
Waste generated 
in operations
Business travel
Investments
Employee 
commuting
Upstream leased 
assets
2022 Scope 3 Emissions Performance
Implementation of revised calculation methodologies and growth 
related to the PGI transaction contributed to a 41% increase in 
previously reported scope 3 categories over 2021. Of the scope 
3 categories we have evaluated and consider relevant to our 
business, the majority of our emissions are the result of Investments, 
representing 80% of our total reported scope 3 emissions. 
Our capital decision making incorporates a number of ESG 
considerations including, amongst other factors, how investments 
support our climate strategy. Please refer to our scope 3 GHG 
emissions data and methodology explanations within our Energy 
Transition & Climate data table.

2022   /   Sustainability Report   /   Pembina Pipeline	
27
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Analyst Corner
2023 Management Information Circular – EDI (page 37)
Website - Employee Well-Being and Culture
Employee
Well-Being 
& Culture
Introduced 
our inaugural 
Pembina RISE 
Awards 
35%
women in 
executive 
leadership7
Cultivating a positive 
employee experience and 
promoting a diverse and 
inclusive environment where 
our employees feel engaged, 
recognized and empowered 
is foundational to our ambition 
of being an employer of choice. 
Our EDI targets have formalized 
our commitment to creating 
a more equitable, diverse and 
inclusive organization.
7 Our Executive team includes our officer team as well as vice presidents in Canada and the U.S.

2022   /   Sustainability Report   /   Pembina Pipeline	
28
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
We set ourselves apart by creating a differentiated experience 
for our employees. Our commitment to delivering excellence for 
our employees means they say we are the ‘employer of choice’ 
and value our safe, respectful, collaborative and inclusive work 
culture. More specifically, our approach to employee well-being 
and culture includes:
Employee Engagement
Listening to our employees enables an inclusive and engaging 
work environment. We strive to create opportunities for 
our employees to provide critical feedback. We rely on that 
feedback to adapt our processes in a manner that helps our 
people to succeed. We host regular employee town halls with 
our officers and senior leadership, focus groups, and team-
specific performance and strategy sessions. In addition, we 
routinely conduct engagement surveys to hear directly from 
our employees on what is going well and opportunities for 
improvement. We use this feedback to develop strategic action 
plans to address what is important to our employees and 
improve their overall experience at Pembina.
Employee Experience 
To attract and retain an engaged workforce we strive to provide 
employees with positive experiences throughout the employment 
lifecycle, including supporting employee well-being through 
our benefits and wellness programs, providing competitive 
compensation and supporting personal development and 
career progression through training, tuition reimbursement and 
mentorship. Leadership development is emphasized at all levels 
in our organization, and we pride ourselves in creating a work 
environment where accountabilities are clear, strong performance 
is expected, and results are recognized.
Recognition
Recognizing employee contributions and achievements is vital 
to fostering a positive work environment and that is why we 
offer various forms of recognition including a peer-to-peer online 
recognition program, long-service awards, awards that recognize 
community involvement and individual performance bonuses. 
To recognize exemplary employees who live our values, we have 
also implemented the RISE (Recognize Individuals who Show 
Excellence) awards.
Our Approach
A thriving business requires an engaged, 
diverse, and innovative workforce.
Equity Diversity and Inclusion (“EDI”)
We believe our approach to EDI creates a differentiated experience 
for our employees and all stakeholders. Our strategy advances 
EDI through community, awareness, and education using multiple 
methods to support our employees’ understanding of how we can 
all contribute to a culture of inclusion, including:
	›
Inclusion Networks are employee-led groups 
designed to build a sense of workplace community and 
belonging for diverse employees and their allies and to 
explore important EDI topics and initiatives. Developing 
an Inclusion Network is a six- to eight-month process 
that focuses on building trust and developing 
relationships so that our employees feel empowered 
to take courageous actions and contribute to building 
a more inclusive culture. Each Network develops their 
own strategic goals which align to our values. 
	›
Conversations for Change is a company-wide event 
series featuring panel-style conversations with our 
employees to explore EDI topics and their impact on 
the personal and professional lives of our colleagues.
	›
Acknowledgement Months are supported by our 
Inclusion Networks and anchored by our Conversations 
for Change panels. We hold events to highlight and 
celebrate the history and cultures of diverse groups 
and bring awareness and connection to important 
EDI topics, including Black History Month, Indigenous 
History Month and Pride Month.
	›
EDI Foundations Education is an interactive training 
comprised of five customized learning sessions aimed 
at increasing our leaders’ understanding of the core 
concepts of EDI, exploring the dynamics of inclusion 
and exclusion and creating a culture of allyship.
‘CEO’ Award
Exemplary Leadership 
with Pembina’s Values
‘Keeping us Safe’ 
Award
Commitment to 
Health & Safety
‘Environmental 
Stewardship’ Award
Stewardship & Conservation, 
Environment & Sustainability
‘Driving Success’ 
Award
Efficiencies, Continuous 
Improvement 
‘Inclusion Champion’ 
Award
Inspiring Equity, Diversity 
& Inclusion
‘Commercial & 
Customer Service’ 
Award
Commercial, New business, 
Customer Service
‘Community Spirit’ 
Award 
Above and Beyond in the 
Community
‘Teamwork’ 
Award 
Recognize a small team for a 
significant accomplishment
RISE Awards

2022   /   Sustainability Report   /   Pembina Pipeline	
29
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
8 Employee targets are for 2025 with the exception of our women in executive leadership which is for 2022.
9 An individual is considered diverse if the individual belongs to one of the four designated groups in the Employment Equity Act (Canada): Indigenous Peoples, persons with disabilities, members of visible minorities and women.
Employee Engagement
Two employee engagement surveys were completed in 2022 
and administered by an independent third-party. An impressive 
93% of employees shared their thoughts and feedback through 
our initial survey. Voluntary focus groups were conducted post-
survey to further understand the feedback received. Over 300 
employees from across Pembina raised their hands to participate 
in the focus groups, allowing us to gain meaningful insights to 
strengthen employee engagement. A second survey helped us 
understand how we had improved and identified additional areas 
of opportunity. In less than a year we were able to significantly 
improve our overall employee experience score and significantly 
increase how employees identify with our values. The survey 
results underscore the pride that Pembina employees have in the 
work they do, and their understanding of how it contributes to 
the success of our business. Based on this feedback, we have 
generated a number of new initiatives to enhance employee 
experience.
Employee Experience
As part of our focus on continuously improving our offerings for 
employees and in response to what we are hearing from our 
employees, we formalized Pembina’s long-standing values and 
introduced the RISE Awards. We also reinstituted long service 
award celebrations and social clubs, increased funding for 
employee health and wellness and introduced paid parental leave 
for our U.S. employees. We have implemented a new flexible work 
standard and we have begun a journey of increasing transparency 
of our total rewards programs with enhanced communication and 
simplification of our short-term incentive plan.
2022 Performance
35%
Women in the overall 
workforce
30%
Gender diversity of 
Board Members
30%
Women in executive 
leadership
45%
Overall diversity in the 
workforce
40%
Overall diversity 
of Board Members
40%
Overall diversity in 
executive leadership
Targets
Our approach to EDI includes targets 8, 9
that aim to increase representation of 
women and other underrepresented 
groups across our company. 
Our targets are:
For the tenth year in row, we are proud to be 
recognized by the editors of Canada’s Top 100 
Employers as one of Alberta’s Top 75 Employers. 
In 2022, we were recognized specifically for our 
support of several charitable initiatives, investing 
in the education of current and future employees, 
and for letting our eligible employees share in the 
company’s success through a share purchase plan 
and year-end performance bonuses. 
Recognition
In 2022, we introduced our inaugural Pembina RISE Awards, a 
comprehensive employee awards celebration that recognizes 
excellence in leadership, safety, environment, community 
engagement and customer service, among other categories, in 
alignment with our values.
More than a quarter of employees across our Canadian and 
US operations were involved in the nomination, nominee and 
evaluation process with over 200 nominees across 21 locations. 
A total of eight awards were presented. We are especially proud 
to showcase the Keeping Us Safe Award, given to Cole O’Neill, 
a High Voltage Commissioning Specialist in Sherwood Park, for 
his significant acts of courage and leadership in safety. Cole’s 
colleagues shared that he acts as a coach to others in managing 
safety and promoting our values and safety procedures and is 
always honest and transparent when testing safety mechanisms 
to enable successful outcomes.

2022   /   Sustainability Report   /   Pembina Pipeline	
30
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Building Our Culture of EDI
Through our various EDI trainings, events, 
and initiatives, our employees attended 
18 EDI-related events resulting in over 
2,500 attendances in 2022. Progressing EDI 
takes dedication and time and we built off 
our momentum from 2021 and carried it 
through to 2022 with the following results 
from our initiatives:
Inclusion Networks
We currently have three active Inclusion Networks, Pride 
Pembina (LGBTQ2S+), Women’s Inclusion Network and 
Multicultural Resource Group. In 2022, we initiated development 
of two new Inclusion Networks, the Indigenous Inclusion Network 
and the Men’s Inclusion Network, focused on men’s mental 
health that will both be launched in 2023.
The Conversations for Change series
In 2022, our employees participated over 990 times in the 2022 
Conversations for Change series held on the following topics:
	›
Women and Gender
	›
Pride and the LGBTQ2S+ Community
	›
National Indigenous Peoples Day 
	›
Black History
	›
Understanding the Impact of Male Norms & Mental Health 
Feedback from our employees confirms that the series is 
increasing awareness and empathy around EDI, creating a safe 
space for openness and transparency, demonstrating behaviours 
required to support an inclusive culture, and increasing 
employees’ sense of engagement, belonging and pride.
I was inspired by the panelists’ 
ability & willingness to extend 
grace to those around them on 
their journeys. It feels so unfair 
to me that they have to both 
fight for their own inclusion and 
educate others. I took this as a 
call to extend this same grace to 
others when I see exclusionary 
behaviors and do more to step 
into the hard work of educating.
Panel Participant
Pembina continues to surprise me with 
how much our culture has shifted in 
the last year and how we are really 
living our EDI commitment.
Panel Participant
Acknowledgement Months
We recognized four acknowledgement months throughout 2022 
including Black History Month, Pride Month, Disability Awareness 
Month, and Movember with employees participating over 1,500 
times.

2022   /   Sustainability Report   /   Pembina Pipeline	
31
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
10 Workforce targets represent our permanent Canadian workforce only. As of December 31, 2022, Pembina had 2,411 total permanent Canadian employees.
11 Board Diversity includes independent directors only. Employee targets are for 2025.
12 Women in Executive and Executive Diversity metrics are comprised of Pembina’s Canadian and U.S. workforce.
EDI Foundations Education
In 2022, over 130 sessions were held with approximately 80% of 
our leaders completing all five modules. Feedback obtained from 
the modules was very positive with 95% of respondents agreeing 
or strongly agreeing that they progressed their understanding of 
EDI, that the sessions provided ideas or tools they could apply 
to their roles within our company and in their personal lives, 
and that they learned something to support their ability to be an 
inclusive leader.
In collaboration with our Indigenous employees, Indigenous 
Inclusion Network and our Indigenous Engagement team, a 
new Indigenous Inclusion learning session was developed and 
piloted which will roll out to our leaders in 2023. Indigenous 
Awareness training was also rolled out to all employees. Refer 
to the Indigenous Engagement section of this report for more 
information.
Targets
In 2022, we made meaningful progress 
towards achieving our EDI targets and 
exceeded our Board diversity targets. In 
the areas of Women in Executive roles and 
Diversity within Executive roles, we made 
particularly significant increases. 
While reaching all our targets may not always be a linear path, 
we are confident that our unwavering commitment to our EDI 
strategy will build an equitable, inclusive and diverse culture.
130
EDI sessions
were held with approximately 
80% of our leaders completing all 
five modules
2022 Performance (%)
Target (%)
50
45
40
35
30
25
20
15
10
5
0
Women in 
Workforce
Executive 
Diversity
Women in 
Executive
Women on 
Board
Workforce 
Diversity
Board 
Diversity
2022 EDI Performance in Canadian Workforce 10, 11, 12

2022   /   Sustainability Report   /   Pembina Pipeline	
32
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
During our annual compensation cycle we increased pay 
transparency providing all employees with the market position 
of their base salary and expanded employee and leader 
compensation program information. We also continue to monitor 
our performance on pay equity, including base pay, short 
and long-term incentives, and are committed to continuous 
improvement. Creating a differentiated employee experience is a 
strategic priority and we will continue to enhance our programs 
in pursuit of enhancing our employee experience. In 2023, we 
will begin formally integrating our values into our performance 
management approach and expanding our leadership 
development and team effectiveness offerings. 
In 2023, we plan to progress our EDI approach through the 
following initiatives: 
	›
Launch of the Indigenous Inclusion and Men’s Inclusion 
Networks, which is focused on men’s mental health.
	›
Extending the roll out of the EDI Foundations Series to all 
employees. Following the completion of the 2022 pilot, an 
Indigenous Inclusion learning session will be rolled out to all 
our leaders.
	›
In service of the successful execution of our culture and 
inclusion strategy of which delivery of EDI commitments form 
a key part, we are adding full-time, dedicated staff to our EDI 
team.
	›
Launch of the Inclusive PPE Project to provide a safer, more 
inclusive and equity-based option for all our employees. 
Refer to the Health and Safety section of this report for more 
information.
	›
Develop and roll-out a new culture and inclusion strategy. 
Looking Forward
2023 and Beyond

2022   /   Sustainability Report   /   Pembina Pipeline	
33
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Analyst Corner
2023 Management Information Circular – Safety, environment and operational excellence committee (pages 36, 53)
2022 Annual Information Form – Safety Program (pages 52-53)
Health, Safety & Environment Policy
Website - Health and Safety
Health
& Safety
Working safely is a way of life at 
Pembina and is at the heart of 
our values. Our corporate safety 
culture of “Zero by Choice” seeks 
to achieve zero harm to people, 
assets and the environment, and 
we believe our employees can 
achieve this by recognizing that  
“Safety Starts with Me.” This 
philosophy reflects our belief that 
all incidents are preventable and 
that nothing is more important 
than the safety of our employees, 
contractors and communities. 
More than 
8,000 
Hazard IDs
completed
~15,000
Positive Safety 
Recognitions 
submitted

2022   /   Sustainability Report   /   Pembina Pipeline	
34
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Our Approach
Our Safety Program is governed by our Health, Safety and 
Environment (“HSE”) Policy and is one of the operational 
risk management programs that form our OMS. It employs 
a systematic approach comprised of principles, standards, 
procedures, guidelines and other supporting documents. To 
support the Safety Program, we have established Life Saving 
Rules and Safety Culture Expectations that apply to all 
employees and contractors to ensure critical safety risks are 
managed effectively. 
Our Safety Program is designed to drive continuous 
improvement and enhance safety performance through 
measurement, monitoring, risk management, and corrective 
actions. We use incident reporting, audits and other 
assurance tools as inputs to the Safety Program to identify 
continuous improvement opportunities. We have built a 
strong reporting culture that drives us to investigate and 
implement learning from incidents and near misses.
We take a comprehensive approach to process safety, 
including a Management of Change system, to confirm 
that changes to existing and future facilities are properly 
recognized, and that we have evaluated, managed and 
verified that risks arising from these changes remain at 
acceptable levels. We use process hazard analysis, to identify 
potential hazards and assess the adequacy of existing or 
proposed safeguards to manage operational risk.
To promote and measure safety performance, we use a 
balanced scorecard that includes both leading and lagging 
metrics. Leading metrics on this scorecard include leadership 
visibility in the field, positive safety recognitions, contractor 
inspections, and recognizing personnel who stop work 
due to unsafe conditions. These metrics are designed to 
proactively engage all levels of our organization, including our 
contractors, in positive safety discussions to promote safety 
awareness and reduce or eliminate preventable incidents. 
The scorecard also includes traditional lagging metrics, such 
as recordable injuries, vehicle incidents and product releases 
classified as Tier 113 process safety events. Safety scorecard 
performance is a component of the formula that determines 
executive and employee short-term incentive plan payments.
To support a learning culture, an Incident Review Panel meets 
every other month to review selected incidents to identify and 
share root causes and lessons learned and to track corrective 
actions. Participants in the Incident Review Panel include the 
executive team, operations and project leaders, and safety 
specialists. The Executive Safety Committee also meets on 
a quarterly basis to set and evaluate strategies, priorities, 
performance targets and HSE key metrics.
13 Based upon API 754 criteria
We are profoundly saddened to share that in 2022 one 
of our contractors was fatally injured while conducting 
electrical maintenance at a Pembina site. As a result of 
our investigation and a broader third-party contractor 
safety review aimed at identifying opportunities to improve 
and mature our contractor safety processes, we have 
implemented a number of targeted actions including:
	›
Development of a standardized safety evaluation approach 
as part of our contractor selection process; 
	›
Confirmation and realignment of roles and accountabilities 
throughout our company regarding managing contractor 
safety;
	›
Creation of safety performance dashboards to enable 
efficient communication and monitoring of safety 
performance for each contractor company we use;
	›
Creation of a consistent approach to contractor project and 
scope kick-off meetings to ensure every contractor we work 
with is receiving the same communication on our safety 
protocols, procedures, policies and expectations; and
	›
Development of contractor safety assurance and inspection 
tools. 
2022 Performance

2022   /   Sustainability Report   /   Pembina Pipeline	
35
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
We also track a number of leading metrics, including hazard 
identifications and positive safety recognitions, that promote 
and instill a culture of safety throughout our organization by 
recognizing potential hazards before they become a safety 
incident. In 2022, over 8,000 hazard identifications were 
completed and approximately 15,000 positive safety recognitions 
were submitted. Also more than 1,900 contractor safety 
inspections were conducted in 2022 to encourage proactive 
identification of potentially unsafe working conditions. 
In addition to our leading metrics and a focused effort to 
continuously improve our safety culture and prevent incidents 
from occurring, we implemented the following initiatives in 2022:
	›
Recognition of employees for applying the Stop and Think 
safety steps, which helps to reinforce a culture of safety 
first over schedule and budget targets. We are tracking 
when Stop and Think actions are taken as part of our safety 
metrics; 
	›
Recognition of employees for the RISE awards, including the 
Keeping Us Safe award, for exhibiting exemplary examples 
of our safety first culture. Refer to the Employee Well-Bring 
and Culture section of this report for more information; 
	›
Correlation of employee engagement and safety 
performance data to create more targeted action leadership 
engagement plans;
	›
Creation of an incident learning library to enable our 
employees to learn from previous incidents and apply their 
knowledge to new situations;
	›
Implementation of a Safety Inspections Application, which 
allows employees and leaders to conduct and record 
proactive safety engagement;
	›
Conducted safety stand downs across the company to 
enable all personnel and leaders to refresh and re-calibrate 
on Pembina’s Life Saving Rules and Safety Culture 
Expectations; 
2020
2021
2022
Total Recordable Incident Frequency (“TRIF”) 
Number of recordable injuries per 200,000 hours or work
   Employee TRIF          
   Contractor TRIF
1.500
1.000
0.500
0.000
In 2022, our employee Total Recordable Incident Frequency 
(“TRIF”) decreased by 32%. However, our contractor TRIF 
increased by 15% due to an increase in injuries compared to 
2021. In 2022, the Redwater, Channahon, and Hythe facilities 
reported zero injuries during their maintenance turnarounds.  
We are focused on improving our safety performance through 
increased leadership presence in the field, a focus on contractor 
safety and increased emphasis on human factors and human 
performance in safety. In 2022, our leaders conducted 8,900 
leadership engagements. Leadership visibility in the field, where 
highest hazard work takes place, is critical in supporting safety 
culture and communicating and validating safety requirements. 
More than
1,900
contractor safety 
inspections
were conducted in 2022
	›
Enhanced collection of information related to Process Safety 
incidents in the incident reporting system, which allows for 
improved trending and analysis; and
	›
Increased risk literacy across our company through 
alignment of our incident reporting tool with our internal risk 
matrices and training for key OMS program employees.

2022   /   Sustainability Report   /   Pembina Pipeline	
36
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Inclusive Personal Protective 
Equipment (PPE)
In 2023, we rolled out our Inclusive 
PPE initiative to provide a safer, more 
inclusive and equity-based option for all 
our employees. Ill-fitting PPE, such as 
loose coveralls, can create potential safety 
issues. Our Inclusive PPE initiative sets a 
new industry standard for procuring PPE 
to fit all shapes and sizes, regardless of 
gender. We are excited to be a leader in 
this space and to see this project progress 
in 2023.
We recognize that employee and contractor 
safety are critical for sustained long-term 
safety performance. While our employee 
safety performance remains strong, we 
continue to focus on enhancing our 
contractor safety performance including 
our contractor selection, onboarding, 
performance assurance, and reporting in 
2023 and beyond. 
In January 2023, we conducted our first Contractor Safety 
Summit, bringing more than 80 representatives from our 15 key 
contractors and our employees together to listen, learn and 
understand our contractors’ safety experiences at Pembina. 
Survey data from both the event and contractor attendees is 
currently being used to identify opportunities to improve our 
safety procedures and culture. We plan to hold Contractor Safety 
Summits annually going forward.
Looking Forward
2023 and Beyond
Additional priorities for 2023 will include:
	›
Creating a new Vice President of Safety within our 
organization;
	›
Leveraging existing and exploring new technologies to 
support risk management processes;
	›
Continuing to focus on process safety by using advanced 
risk identification techniques to reduce operational risk and 
make our assets safer for people and the environment;
	›
Advancing predictive analytics and maturing our approach to 
safety assurance; 
	›
Utilizing employee engagement and safety performance 
data to create data driven targets for conducting leadership 
engagements in the field; and
	›
Continuing to strengthen our leadership capability by refining 
leadership behaviours and competencies through our 
broader leadership training and programs. 
We have built a strong foundation to support safety as one of our 
values and we will continually pursue opportunities to mature our 
culture and improve safety performance.

2022   /   Sustainability Report   /   Pembina Pipeline	
37
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Responsible
Asset 
Management
Responsible
When we operate our assets safely, 
reliably and with consideration 
for the environment, we contribute 
to the sustainable success of our 
employees, communities, customers 
and investors.  
At Pembina we take a lifecycle 
approach to managing our assets 
including planning, construction, 
operation, decommissioning 
and reclamation activities. We 
are committed to continuously 
improving our operations and seek 
to align our operating practices to 
leading standards. 
This section covers several 
ways in which we are focused on 
responsibly managing our assets 
including, integrity management, 
spill prevention and mitigation, waste 
management, water management, 
biodiversity and land use and cyber 
security. 
Recovered over 
99%
of hydrocarbons 
spilled and remediated 
all impacted sites
Conducted over 
100
emergency 
management 
personnel training 
sessions and 
exercises

2022   /   Sustainability Report   /   Pembina Pipeline	
38
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Our Approach
Maintaining the integrity of our pipelines, 
facilities, and energy infrastructure is 
essential to providing energy security and 
environmental protection.
Taking a lifecycle approach, we design, build and maintain 
our assets in accordance with various regulatory frameworks, 
industry best practices and our comprehensive asset 
management integrity programs, which are components of our 
OMS. This commitment to continuous improvement meets or 
exceeds the regulatory requirements in the areas in which we 
operate. More specifically, our programs include:
Damage Prevention Program 
This program focuses on the development, implementation 
and management of robust control programs, effective 
surveillance and monitoring techniques, and the education of 
our stakeholders and communities. Specifically, we focus on 
mitigating risks through ongoing ground disturbance education 
and supervision, pipeline crossing assessments, RoW patrol, 
land use and encroachment monitoring and depth of cover 
management.
Public Awareness Program 
This program defines how we create awareness about the 
presence of our assets in the communities in which we operate, 
the steps required to prevent damage to our assets and the role 
of our community stakeholders in recognizing, reporting and 
responding to pipeline and facility emergencies. We recognize 
that failures, although infrequent, can occur, which makes it 
critical that we properly communicate our emergency response 
practices, share our available resources and incorporate all 
learnings into our stakeholder education materials.
Integrity Management Program (“IMP”)
Pembina utilizes comprehensive IMPs for both pipelines and 
facilities to guide evaluations and risk assessments and determine 
the necessary testing and integrity work required. These programs 
include the systems, processes, analysis, and documentation 
designed to ensure proactive and transparent management of its 
pipeline systems and facilities, and compliance with applicable 
standards and regulations. We dedicate a significant portion of our 
annual operating budget directly to integrity management activities 
to maintain safe and reliable operations.
Specific integrity activities for our pipelines and facilities include: 
	›
In-line inspection (“ILI”) 
	›
Internal corrosion management
	›
Leak detection
	›
Crack susceptibility assessments
	›
Geotechnical reviews
	›
Cathodic protection
	›
Pipeline risk assessments
	›
Facility repair and maintenance
Proactive integrity management activities extend into pipeline 
operations with programs including RoW patrols and public 
awareness to reduce the likelihood of third-party damage, 
system specific hazard evaluations and risk assessments, 
geotechnical programs to manage slope instability and water 
crossings, training and competency management programs 
for staff and contractors, enhanced emergency response 
procedures and training exercises, and the use of specialty 
chemicals to reduce the likelihood of internal corrosion.
Additionally, to ensure quality, ongoing continuous improvement, 
and compliance with all our integrity programs, we conduct 
both voluntary and mandatory internal and external assurance 
activities. If we identify improvement opportunities, we develop 
and implement a corrective action plan.
Technology Enabled Pipeline Inspection
The cornerstone of Pembina’s IMP is the use of ILI 
technology to determine pipeline condition and potential 
repairs. We have employed ILI since the early 1970s, 
progressing to newer, higher resolution magnetic 
flux leakage ILI technology in the late 1990s and have 
continued to implement technological improvements 
as they become available. To monitor and identify the 
need for repairs, Pembina employs specialized ultrasonic 
detection technology to identify minor defects (both 
internal and external) with the potential to compromise 
pipeline integrity to enable timely repairs.
Integrity 
Management
Analyst Corner
2022 Annual Information Form – Integrity Management (pages 50-51)
Health, Safety & Environment Policy
Website - Responsible Asset Management

2022   /   Sustainability Report   /   Pembina Pipeline	
39
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Summary of total
pipelines inspected
(% of total):
We reviewed and responded to 
more than 25,600 planned ground 
disturbance notifications related 
to our pipelines in 2022, to ensure 
that construction activities near our 
pipelines were completed safely
We engaged with more 
than 100,000 external 
stakeholders, in proximity 
of our pipelines, educating 
them of our damage 
prevention program and 
promoting pipeline safety
2022 Performance
Inspected more than
8,000 km 
of pipeline with advanced 
in-line technologies
Completed more than 
2,200 
geohazard inspections
and surveys
Conducted
267
integrity digs
to evaluate potential 
pipeline damage
Completed
3,185 
facility equipment inspections 
and repairs, including nine facility 
turnarounds 
$134 million
spent on asset integrity 
activities in 2022
Pipeline 
Repairs & ILIs
Geotechnical
Facility 
Integrity
 
140
 120 
100
 80
 60
 40
20
0
2017
2018
2019
2020
2021
2022
Pembina Integrity Spend
millions
Pembina safely operates approximately 18,000 kms of conventional, transmission and oil sands and heavy oil pipelines across North America. Pipeline inspections, evaluations, and preventative 
maintenance ensure safe, reliable, and environmentally responsible operations. 2022 performance highlights include:
2022	
2021
31%	
29%

2022   /   Sustainability Report   /   Pembina Pipeline	
40
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Effective integrity management is essential 
to our business and our commitment to 
public safety and environmental protection.
We will continue to diligently undertake prevention, awareness, 
mitigation, monitoring, maintenance, and continuous 
improvement actions and strategies. As part of our commitment 
to continuous improvement, we are evaluating enhancements to 
our pipeline risk assessment matrix to ensure that it adequately 
considers the range of potential hazards and vulnerabilities 
associated with our diverse asset mix and operating 
environments.
We will continue to invest in and work with vendors to improve 
technology to increase detection and inspection capabilities. 
Lastly, we will focus on the integration of our assets, including 
pipelines and facilities, that were acquired as part of the PGI 
Transaction into our various integrity management programs.
Looking Forward
2023 and Beyond
Pipeline inspections follow an annual inspection plan that is 
designed to satisfy a range of criteria including regulatory 
requirements, operating history, maintenance schedules, 
resource availability and overall risk assessments. As a result, the 
percentage of pipelines inspected can vary year to year. Since 
some pipeline systems are much longer than others, total length 
(and therefore percentage) of pipeline inspected may also vary 
considerably from year to year.
In 2022, we executed several activities to improve the safety 
and reduce the environmental impact of our current and future 
operations including: 
	›
Implemented satellite imagery technology to assist with 
the monitoring and surveillance of our RoWs to ensure area 
development does not encroach on our assets; 
	›
Upgraded the technology used to schedule and manage 
facility inspection and plant turnarounds; and
	›
Advanced development of standards for the design, 
construction and operation of our carbon capture pipelines 
based on industry best practices These learnings will be 
applied to the development of ACG. Refer to the Energy 
Transition and Climate Change section of this report for more 
information on this project.

2022   /   Sustainability Report   /   Pembina Pipeline	
41
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Spill Prevention 
& Mitigation
Analyst Corner
2022 Annual Information Form – Operational Risks (pages 87-88)
Health, Safety & Environment Policy
Website - Responsible Asset Management
Our Approach
Asset integrity and responsible asset 
management are critical to ensure the safe 
operation of our assets and protect our 
communities and the environment.
Pembina’s Environment Management Program provides 
guidance on environmental protection and spill prevention for all 
phases in the lifecycle of an asset including: project planning and 
construction, operation, decommissioning and reclamation.
In the unlikely event of an incident, our Emergency Management 
Plans outline detailed processes to help execute timely 
deployment of equipment, resources and trained personnel 
to support any type of incident, including spills. We regularly 
conduct Emergency Response Training across the organization 
to ensure we are prepared for how to respond in the event of 
an incident. The success of this program requires commitment, 
training, and discipline to keep our operations running, our 
communities safe and impact to the environment at a minimum. 
2022 Performance
As part of our proactive approach to spill 
prevention, in 2022, we conducted more 
than 100 emergency management personnel 
training sessions and exercises, including 
five spill response equipment deployment 
sessions, and 17 full-scale emergency 
response exercises.
To support response coordination in the event of a potential 
emergency more than 30 Community Awareness & Emergency 
Response (“CAER”) presentations were held with local first 
responders.
Prince Rupert Terminal 
Green Marine Certification 
In 2022, the Prince Rupert Terminal received 
an environmental certification for its marine 
operations on Watson Island under the 
Green Marine Program. This voluntary program 
is designed to promote environmentally 
responsible marine shipping, and provides 
a comprehensive framework for marine 
shippers to benchmark and manage their 
environmental footprint. Program assessment 
considers topics such as emissions, protection 
of aquatic ecosystems, waste management, 
and spill prevention.
100 emergency 
management personnel 
training sessions 
and exercises were held

2022   /   Sustainability Report   /   Pembina Pipeline	
42
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
During the year, we had five reportable spills. Two of these 
spills were considered significant14: a 75 barrel (“bbl”) release of 
sweet crude oil in the Drayton Valley area in January 2022 and 
a 597 bbl release of synthetic crude oil in the Edmonton area in 
May 2022. Both spills were fully recovered, and the sites have 
been remediated in accordance with regulatory requirements. 
Ongoing monitoring is occurring to ensure the long-term recovery 
of the sites. The remaining three reportable pipeline incidents 
include a release of 0.3 bbl of synthetic crude oil, which was 
fully recovered, and two other incidents involving freshwater 
pipelines where partial recovery was achieved, and no significant 
environmental impacts occurred. 
Through our ongoing commitment to spill prevention and 
mitigation, we are pleased to report that more than 99% of total 
hydrocarbons from reportable releases in 2022 were recovered 
and all impacted sites have been remediated.
Despite our efforts to prevent spills and releases to the 
environment, on January 18, 2023, 1,786 m3 NGLs were 
released from the Northern Pipeline System located 
approximately 30 km southeast of Valleyview, Alberta. Pembina’s 
Emergency Response Team was activated, and the pipeline was 
quickly isolated. Public safety and protection of the environment 
were top priorities. Roadblocks were put in place and residents in 
the immediate area were evacuated to ensure public safety while 
the situation was being managed. We worked with the Alberta 
Energy Regulator to conduct preliminary remediation activities 
before spring breakup and ensure continued safe operation of 
the pipeline. We are now planning additional remediation work 
scheduled for late 2023.
As Pembina grows, we continue to enhance our emergency 
response capacity. In 2023, we implemented new dedicated 
Regional Response Teams and an Incident Technical Response 
Team. The implementation of these new teams will include 
technical experts from across the company organized within 
three geographical areas, supported by a dedicated centralized 
team of subject matter experts responsible for the planning and 
execution of necessary response activities during a significant 
emergency. Establishing a dedicated team of responders will  
enhance training and will enable team members to collaborate 
more frequently, building relationships, confidence, and trust in 
preparing and responding to emergency events.
Looking Forward
2023 and Beyond
14 A significant spill is defined as a release of a commodity product that must be reported to an external agency or authority, such as a federal, provincial or state regulator, and that includes one or more of the following: a serious injury or fatality; an unintentional ignition or fire; a 
liquid release of greater than 8 m³ (50 barrels); a solids release (mineral concentrates and/or sulphur) of greater than 200 kilograms to land and/or any solids release (including mineral concentrates) to a body of water; or a rupture or breach of a pipe, tank, or containment.
Fraser River Exercise 
In October of 2022, Pembina held a 
full-scale emergency response exercise 
on the Fraser River at MacDonald 
Beach Park in Richmond, BC. 
The exercise was designed to test 
Pembina’s capability to respond to 
a potential release of jet fuel into the 
MacArthur Glen Designed Outlet. The 
exercise tested Pembina’s emergency 
plans, procedures, and protocols, and 
provided an opportunity to evaluate 
and learn from a coordinated response 
under emergency conditions in 
partnership with local authorities. 
The exercise included participation from 
Pembina as well as representatives from 
Vancouver Airport Authority, Air Canada, 
City of Richmond, City of Burnaby, and 
Transport Canada. 
CN Safe Handling Award 
In 2022, two Pembina entities involved with the 
shipping of regulated products were recognized by 
Canadian National Railway (CN) with a silver and gold 
Safe Handling Award. These awards recognize customers 
who load freight cars with dangerous goods and meet strict 
standards for the safe handling and shipment of products. 
There are several criteria that must be met to receive the 
award, including limits on non-accidental releases. Receiving 
this recognition from our peers in the rail industry serves as 
validation of our commitment to safe operations.

2022   /   Sustainability Report   /   Pembina Pipeline	
43
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Total Non-Hazardous Waste 
(000’s metric tonnes)
50
40
30
20
10
0
2021
2020
2022
Waste 
Management
Analyst Corner
Health, Safety & Environment Policy
Website - Responsible Asset Management
Our Approach
Minimizing waste is an important element of reducing our impact on the environment. 
We actively identify opportunities to treat, recycle or divert our waste. 
We manage hazardous and non-hazardous waste generated throughout various processes in our operations and work to identify additional 
opportunities to partner with third-party recycling facilities.
Pembina’s waste is generated throughout the hydrocarbon processing, transportation and storage asset lifecycles, including during 
construction, operations, maintenance, and closure of our operations. Non-hazardous waste generated from our operations includes 
materials consumed in facility operations and maintenance as well as domestic and construction wastes. Hazardous wastes include non-
marketable hydrocarbon residuals, wastes generated from cleaning and maintenance of tanks and lines, solids produced by our wastewater 
treatment processes, and materials generated from site remediation. Pembina operates in jurisdictions within Canada and the US where 
management of hazardous wastes are strictly regulated and we meet or exceed all regulatory requirements for the safe handling and 
disposal of hazardous waste.
To enhance life cycle tracking of waste, we participate in a waste receiver assessment program to review and assess the performance of 
waste receivers. We use the information to guide waste supplier management.
2022 Performance
In 2022, we revised our reporting approach for non-hazardous water disposal to better align 
with our industry peers and reporting standards.
Non-hazardous water disposal volumes are now included as part of our water discharge reporting and no longer included as part 
of waste reporting. Non-hazardous waste volumes totaled 40,874 cubic meters (“m3”) in 2022, an increase of 37% year over year. 
Reported volumes include more than 14,000 m3 of drilling wastes associated with a large river crossing project completed during 
the period. Hazardous waste volumes also increased in 2022 to 38,458 m3, related to an increase in construction and maintenance 
activities at Vancouver Wharves compared to 2021.
Total Hazardous Waste
(000’s metric tonnes)
40
30
20
10
0
2021
2020
2022

2022   /   Sustainability Report   /   Pembina Pipeline	
44
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
The pilot will continue in 2023 and we will evaluate next steps for a broader roll-out. We will also continue our broader efforts to 
minimize waste volumes and evaluate waste recycling and diversion opportunities in collaboration with our industry partners.
Looking Forward
2023 and Beyond
In late 2022, Pembina implemented a digital waste manifesting pilot project to improve 
waste data accuracy and tracking. 
Vancouver Wharves 
Waste Diversion 
In 2022, maintenance on the water 
treatment system at our Vancouver 
Wharves facility generated approximately 
460 tonnes of hazardous waste. 
Rather than diverting this material to a 
disposal site, we partnered with a local 
biodegredation facility for treatment and 
reuse as industrial landfill cover. 
As part of the maintenance project, 
we installed a new engineered liner 
system adding an additional layer 
of protection for the local marine 
ecosystem and mitigating the risk of 
potential groundwater impacts from 
the treatment plant.

2022   /   Sustainability Report   /   Pembina Pipeline	
45
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Pipeline Hydrotesting 
During construction, Pembina rigorously tests our 
pipelines to ensure they are safe and performing to 
design specifications before they are commissioned for 
operations. One way to do this is through hydrotesting, 
which involves filling the pipeline with water and 
pressurizing the pipeline to test for leaks or weaknesses. 
Hydrotesting often requires Pembina to withdraw 
freshwater from nearby sources identified in 
consultation with local stakeholders and regulators. We 
obtain water use permits from the relevant authorities 
which include conditions on volumes, timing, and 
fish screening practices to minimize impacts to the 
environment. We then install temporary lines and 
pumps to withdraw the required amount of freshwater 
to support pressure testing. During the hydrotesting 
process, we carefully manage the quality of the water to 
ensure we maintain water quality discharge standards.
Once the hydrotest is complete, we test the water to 
ensure that it meets the required standards before it is 
released back into the source location. We use soil and 
water testing to ensure we return 100% of the withdrawn 
water without impacting the local environment. Overall, 
our process for hydrotesting is carefully planned and 
executed to ensure that the water is of high quality and 
is successfully returned to the source. 
Water 
Management
Analyst Corner
Health, Safety & Environment Policy
Website - Responsible Asset Management
Our Approach
Water is a precious and essential resource. 
Pembina strives to reduce water usage 
whenever possible and avoid potential 
impacts to water resources, while returning 
as much water back into the hydrologic 
cycle as possible. 
We adhere to strict regulations around water withdrawal and 
discharge, and only when we cannot return the water into the 
environment, do we send volumes to water treatment or disposal 
facilities.
At Pembina, the majority of water used in our operations is for:
	›
development and maintenance of salt caverns for 
hydrocarbon storage
	›
pipeline and facility construction
	›
facility process cooling
	›
dust suppression
Diversion of wastewater to disposal facilities results from two 
primary circumstances. The first circumstance occurs when high 
salinity brine forms during cavern washing and development and 
the brine volume exceeds the available storage. The second 
circumstance occurs when water is removed from the gas 
provided by upstream producers during gas processing. In both 
cases, this wastewater contains high salinity and dissolved solids 
and is disposed of at appropriate subsurface facilities to meet 
regulatory requirements.
With respect to our water discharge practices, stormwater at 
process facilities is collected, tested, and discharged to the 
environment in accordance with jurisdictional surface water 
quality requirements. In addition, water used at our Channahon 
and Vancouver Wharves facilities is returned to the environment 
after appropriate water treatment and testing.
Water re-use is an important part of Pembina’s approach to 
water management. We use water from our stormwater retention 
ponds for construction and road dust suppression rather than 
freshwater. Additionally, we work with some upstream customers 
to reuse produced water from our facilities for upstream drilling. 
This approach reduces Pembina’s water disposal while lowering 
upstream freshwater use.

2022   /   Sustainability Report   /   Pembina Pipeline	
46
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
2022 Performance
In 2022, Pembina’s total water withdrawal was approximately 
2.7 million m³, including approximately 1.1 million m3 of water use 
from facilities acquired through the PGI Transaction. Two of these 
facilities utilize steam generation equipment that rely on freshwater 
sources. This addition of PGI assets resulted in a 63% increase in 
withdrawals compared to 2021. Excluding the PGI acquisition, year 
over year water use decreased 4%.
Pembina updated its approach for reporting water disposal in 
2022. Previously we included produced water disposal volumes as 
part of our non-hazardous waste reporting but have changed our 
methodology to include produced water underground discharge as 
part of overall water disposal volumes to better align with our industry 
peers and reporting standards. Under the new approach, our water 
disposal volumes were 4.4 million m3 in 2022. Reported volumes from 
2020 and 2021 have also been restated to reflect this methodology 
change. Year over year disposal volumes increased by 144% primarily 
due to the contribution of additional volumes from facilities acquired 
as part of the PGI Transaction. In 2022, total water disposal volumes 
were higher than total water withdrawal volumes due to high volumes 
of produced water removed during gas processing.
Overall, freshwater consumed increased by 87% in 2022 to 
2.04 million m3 compared to 1.1 million m3 in 2021. The increase 
is primarily the result of additional reported volumes from PGI 
facilities. Excluding the PGI Transaction, year over year freshwater 
consumption decreased by 14%. Water returned to the environment 
decreased by 14% year over year, resulting from annual variance in 
cooling requirements at our Channahon Facility as well as year over 
year changes in precipitation at Vancouver Wharves where rainwater 
is treated as part of our water treatment system.
With the addition of three gas processing facilities and other 
pipeline related infrastructure as part of the PGI Transaction, 
one of our priorities in 2023 is to identify opportunities to reduce 
freshwater use. Notably, Pembina is undertaking process 
optimization work at the Kaybob Amalgamated gas plant in 
Alberta (the “KA Facility”) that may reduce facility freshwater 
demand. The KA Facility is one of PGI’s facilities and accounted 
for nearly 20% of Pembina’s total freshwater use in 2022.  
Additionally, Pembina plans to continue efforts to improve our 
water data management practices, including water consumption, 
re-use, and disposal.
Looking Forward
2023 and Beyond
Collaborating with Industry 
Partners on Water Reuse 
In 2022, Pembina collaborated with upstream 
producers on a water re-use initiative near Patterson 
Creek, Alberta. To replace freshwater use for 
production well drilling, Pembina provided produced 
water from three of its gas processing batteries to 
supply producers’ drilling operations in the area. 
The water transfer avoided more than 360,000 m3 of 
freshwater withdrawal for our industry partners, while 
reducing Pembina’s total water disposal volumes. 
In addition to minimizing impacts 
to the natural environment, the 
initiative reduced costs, emissions, 
noise, and landowner impacts 
associated with trucking and 
treating water. We plan to continue 
this initiative in 2023 and beyond, 
including identifying additional 
opportunities to expand water 
re-use within our industry.
5.0
4.0
3.0
2.0
1.0
0
2021
2020
2022
Water Management
(million m3)
Water Withdrawal
Water Returned
Water Disposed
The water transfer avoided 
more than 
360,000 m3 
of freshwater 
withdrawal for our industry 
partners, while reducing Pembina’s 
total water disposal volumes.

2022   /   Sustainability Report   /   Pembina Pipeline	
47
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Biodiversity and 
Land Use
Analyst Corner
2022 Annual Information Form – Abandonment Costs (page 94)
2022 Annual Report - Abandonment Costs (page 55)
2022 Annual Report - Decommissioning Provision (pages 96, 116)
Health, Safety & Environment Policy
Website - Responsible Asset Management
Website - Sustainability Stories 2022
Task Force on Nature-related Financial Disclosures
We recognize the new Global Biodiversity Framework approved 
by the UN Biodiversity Conference (COP15) and acknowledge 
that there is a growing need to take action to protect the 
abundance and diversity of plants and wildlife, and to reverse 
nature loss. We are also committed to conserving the social 
and cultural values of land and aquatic resources for Indigenous 
Peoples and local communities. We do this through detailed 
assessment, planning, and ongoing monitoring of the impacts 
that our projects and operations have on plants, wildlife, and 
aquatic species as well as through our ongoing efforts to reclaim 
and restore lands affected by our operations. 
As part of our life-cycle approach to land management and 
biodiversity we focus on the following areas:
Stakeholder engagement: We conduct early, meaningful, 
and ongoing engagement with local communities and other 
stakeholders to facilitate dialogue throughout the development 
of our assets, from pre-construction through to final reclamation. 
As part of our commitment to local communities and Indigenous 
Peoples, we foster relationships that allow us to learn, build trust, 
and understand stakeholder perspectives, including addressing 
wildlife and biodiversity concerns. Our engagement with 
Indigenous communities recognizes the profound relationships 
that Indigenous People have with the land on which we operate. 
Refer to the Indigenous and Community Engagement section of 
this report for more information.
Environmental assessment and planning: During the 
planning phase for new projects, Pembina conducts baseline 
assessments on vegetation, wildlife, and aquatic environments. 
Qualified professionals conduct aerial and on-the-ground wildlife 
assessments to identify sensitive wildlife features such as bear 
dens, migratory bird and raptor nests and amphibian habitat. 
Where watercourse crossings or marine infrastructure are 
required, aquatic habitat assessments and marine mammal and 
fish surveys are conducted to inform planning and mitigation or 
compensation activities.
Managing Our Impact 
on Biodiversity
Wildlife Management Plans are implemented across our 
operations to address risks to species of concern and to outline 
planned mitigations.
Where wildlife or sensitive habitat features are identified,
Pembina uses a mitigation hierarchical approach to limit 
potential impact to the environment, as follows:
1. Avoidance: steps are taken to design facilities and 
pipelines in locations that avoid sensitive habitat or direct 
disturbance to wildlife. Examples include the placement of 
pipelines or marine infrastructure outside of rare habitats, 
breeding grounds, or migration routes. 
2. Minimization: where habitat or indirect disturbance cannot 
be avoided, measures are taken to reduce the duration, 
intensity and/or extent of impacts. Examples include timing 
restrictions to avoid breeding or nesting seasons or building 
wildlife corridors into project design.
3. Reclamation/restoration: the aim of restoration is to 
improve degraded or removed ecosystems following impacts 
that cannot be completely avoided or minimized. Restoration 
tries to return an area to the original ecosystem to support the 
plants and animals that were present before impacts. 
4. Habitat enhancements/offsets: offsetting is a non-net 
loss or net-gain approach to compensate for any residual, 
adverse impacts after full implementation of the previous three 
steps of the mitigation hierarchy. Examples include 
undertaking fish habitat enhancement upstream of river 
crossings or undertaking land restoration/rehabilitation work 
on degraded lands outside of Pembina’s operating footprint. 
Our Approach
Pembina is committed to land conservation and minimizing the impact of our operations 
on the environment.

2022   /   Sustainability Report   /   Pembina Pipeline	
48
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Land Use
As a result of our planned capital growth and safety programs, 
the work completed by our construction and integrity 
management teams resulted in 134 acres of new disturbance. 
These new acres are now part of Pembina’s comprehensive 
reclamation program. Further, Pembina’s total pipeline footprint15 
grew by 9% to a total of 73,058 acres due to the construction 
of the Peace Pipeline expansion and the addition of the ETC 
pipelines as part of the PGI Transaction.
Reclamation
In 2022, Pembina completed reclamation on 4,298 acres 
of pipeline RoWs and are actively reclaiming an additional 
5,018 acres. In addition to pipeline reclamation, we also make 
significant investments to assess, abandon, and reclaim inactive 
well sites. In 2022, we completed reclamation activities on 
11 inactive well sites in Alberta. Since 2013, Pembina has 
reduced our overall inventory of inactive well sites from 
127 to 36. We are also proud that our work returned 29 acres of 
reclaimed wellsite lands to landowners.
Managing species of concern: We are committed to 
protecting sensitive or rare habitats and species and where 
threatened, at risk, or endangered species are identified we 
work with regulators, landowners, and stakeholders to avoid or 
mitigate impacts on these valued resources. 
Habitat restoration and enhancement: We undertake a 
robust process to restore lands impacted across the three 
phases of construction, operations, and decommissioning: 
	›
Construction phase: Once construction is complete, 
Pembina begins reclamation work on disturbed lands 
including RoWs to restore them to their prior land capability. 
In non-agricultural areas we focus on natural recovery to 
reduce the potential of introducing invasive plant species 
into an area. For agricultural lands, we collaborate closely 
with landowners, with an aim to return the land to production 
within two growing seasons.
In the years following construction Pembina actively monitors 
revegetation success and conducts follow-up reclamation 
where areas of erosion or changes in vegetation growth 
are identified. At the end of the second growing season a 
third-party assessment of the RoW is conducted to verify 
reclamation success and support reporting to regulators 
where required.
	›
Operations: During operations, we undertake periodic 
vegetation management along RoWs to minimize integrity 
risk and maintain access. In areas of habitat recovery for 
species of concern, we adapt our practices to help maximize 
available habitat and reduce lines-of-sight for predators 
(e.g., decrease brushing widths). 
	›
Decommissioning: Upon decommissioning of an asset, we 
work diligently to return the site to original land equivalency. 
15 Pipeline footprint is defined as lands containing Pembina’s pipeline RoWs.
Reclamation Bonnie Glen
Pump Station
In 2022, Pembina completed a long-term 
remediation project at the decommissioned Bonnie 
Glen pump station site. The site was contaminated 
from a 1975 crude oil spill and had ceased operations 
in the late 1990s prior to Pembina’s acquisition of 
the site in 2008. Following several years of active 
remediation, Pembina completed reclamation of the 
site in 2022. The reclaimed area will continue to be 
monitored for at least two growing seasons to ensure 
reclamation criteria are achieved and the landowner 
is satisfied. Completion of this work has restored 
7.9 acres of valuable pastureland and wildlife habitat 
in Central Alberta and will reduce Pembina’s overall 
asset retirement obligation once regulatory approvals 
and land title transfers are complete.
2022 Performance
4,298 
acres
of pipeline RoWs 
reclaimed

2022   /   Sustainability Report   /   Pembina Pipeline	
49
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Habitat Enhancement and Species at Risk
In 2019 Pembina entered a 5-year, $250,000 partnership with 
the Wilder Institute to support the construction and operation 
of the Wildlife Conservation Center, a facility dedicated to 
conservation breeding and research programs for various at-risk 
Canadian species. In 2022, the Wilder Institute celebrated the 
grand opening of the Archibald Biodiversity Centre, a state-of-
the-art breeding centre and temporary home for species at risk.
Pembina’s support is specifically directed towards the Greater 
Sage-Grouse Conservation Program. The greater sage-grouse 
is one of Canada’s most endangered birds. The Calgary Zoo, in 
collaboration with Environment Canada and Alberta Environment 
and Parks, is leading a reintroduction breeding program for 
this species, aiming to establish a genetically diverse captive 
population to then release the birds to supplement the wild 
population. The greater sage-grouse population in Alberta/
Saskatchewan has declined 90% in the past 30 years. Today 
there are only approximately 200 greater sage-grouse in Canada 
and are listed as endangered. The population is threatened by 
loss, fragmentation, and degradation of grassland habitat. Since 
2018, with Pembina’s support, 187 greater sage-grouse have 
been released and found a new home in the prairies of southern 
Alberta and Saskatchewan.
Looking Forward
2023 and Beyond
As Pembina continues to align our 
disclosure practices to the recommendations 
of the TCFD, we will leverage our 
governance structures and processes to 
manage both climate and biodiversity 
strategy in an integrated manner.
With increasing stakeholder interest in biodiversity and the 
impacts of our business on the environment, Pembina is actively 
reviewing the draft recommendations of the Taskforce on Nature-
related Financial Disclosures (“TNFD”). We believe that with our 
environmental assessment and monitoring programs, and our 
mature environmental risk management processes, we will be 
able to validate our alignment with TNFD’s LEAP framework. 
We are actively evaluating more opportunities to reduce our 
impacts on biodiversity, including investing in projects that 
restore or enhance sensitive ecosystems where we work. For 
example, Pembina has announced a three-year commitment 
to support habitat restoration and biodiversity enhancement 
projects through its partnership with Project Forest, a non-profit 
organization focused on rewilding local landscapes to capture 
carbon naturally. We will continue to identify and build new 
partnerships that support this commitment. 
Protecting Fish Habitat
As a result of our integrity program, 
during the first quarter of 2022, Pembina 
recognized that there was potential 
erosion on the banks of the Pine River in 
British Columbia that could impact the 
safe operations of our pipeline. Pembina 
worked with provincial and federal 
regulators to build a rock training dike 
to protect the streambank and pipeline. 
To minimize environmental impacts 
from construction, we used heavy lift 
helicopters to support the installation 
of the large rock dike and avoided the 
installation of multiple bridges and 
associated piers minimizing disturbance 
to habitat and fish in the local area. 
We successfully completed the work prior 
to spring breakup, and we are now actively 
completing work on a nearby fish habitat 
enhancement project.
Pembina entered a 5-year, 
$250,000
partnership 
with the Calgary based Wilder 
Institute to support the construction 
and operation of the Wildlife 
Conservation Center

2022   /   Sustainability Report   /   Pembina Pipeline	
50
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Cyber Security 
& Data Privacy
Analyst Corner
2023 Management Information Circular - Cyber Security (page 34)
2022 Annual Information Form – Cyber Security (page 101)
NIST Cybersecurity Framework
Information technology and data protection 
are essential to Pembina’s business 
operation. As a result, cyber security and 
data privacy are critical business priorities 
for our company. 
Cyber security and data privacy are managed by our Information 
Services team reporting into our Senior Vice President, 
Corporate Services Officer with ultimate oversight by the Safety, 
Environment and Operational Excellence Committee.  
Through our Security, Information Management and Privacy 
Policies we are committed to protecting the availability, 
confidentiality and integrity of our information. In that context, 
we manage and maintain the accuracy and security of personal 
information in accordance with applicable laws and regulations. 
We focus on staying abreast of evolving regulations and laws in 
the jurisdictions in which we operate.
Cyber security is part of our OMS and supported by a robust 
program for identifying and mitigating cyber security risks and 
enhancing the skills and capabilities of our people, processes 
and technology. This program consists of policies, standards, 
rules and guidelines. Our formal cyber risk identification process 
detects potential risk through third-party risk assessment, 
maturity analysis, penetration testing, among other tactics, 
and assigns corrective action and oversight to the appropriate 
leader. Our programs align to the National Institute of Standards 
and Technologies Cyber Security Framework (“NIST CSF”), a 
recognized best practice framework for managing cyber security.
Our Approach
There are three 
core components 
to our cyber 
security and data 
privacy approach:
01
Governance
	›
Adherence to cyber best practices and measurement of success; and
	›
Routine training and testing of the workforce on cyber risks and appropriate 
actions.
02
Risk & Compliance
	›
Focus on evolving regulatory requirements and management of our third party(s) 
and supply chain risks; and
	›
Assurance that the architecture, processes and controls are in place within our 
Operational Technology and Information System assets.
03
Security Operations
	›
Continuous round-the-clock monitoring to identify potential vulnerabilities, 
irregular or threat activities, as well as global trends and incidents; 
	›
Automated response capabilities for cyber-attacks; and
	›
Ongoing maintenance of cyber technology platforms and incident response 
activation capabilities.

2022   /   Sustainability Report   /   Pembina Pipeline	
51
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Governance
	›
Continued execution of our five-year 
plan based on our 2021 third-party 
NIST CSF assessment. This plan 
focuses on asset management, 
identity management, supply chain 
risk management and incident 
response to ensure we remain on 
top of the evolving industry 
standards and regulations.
	›
Completion of corporate training 
initiatives with our employees and 
contractors. Training included annual 
general cyber awareness e-modules, 
annual Operations and Industrial 
Control Systems specific Cyber 
Awareness e-module and monthly 
phishing exercises with mandatory 
training on failed phishing emails. 
Multiple education awareness 
sessions were also held across 
our workforce that covered various 
topics, such as “Identity theft” 
and “How to become a human 
firewall” with 99% of our 
employees completing cyber 
security awareness training.
	›
Our Board of Directors had an 
education session on evolving 
cyber trends, our external and 
internal risks and our maturity 
progression against NIST CSF. 
Details on our Emergency 
Management Program and 
procedures in the event of a cyber 
attack were also discussed.
Risk & Compliance
	›
Conducted Incident Response 
simulations with various business 
units, service units and our crisis 
management teams to ensure 
we are prepared for how to 
respond in the event of a breach.
	›
Obtained cyber security insurance 
as an additional risk mitigation.
	›
Completed cyber risk assessments 
and implementation of controls 
throughout several business units, 
covering select corporate and 
operational field assets.
Security Operations
	›
Implemented enhanced email 
security utilizing artificial intelligence 
and machine learning to assist in 
identifying malicious incoming emails.
	›
Established a comprehensive 
Cyber Threat Intelligence Program 
to evaluate possible cyber security 
threats and analyze potential 
implications for Pembina.
2022 Performance
In 2022, we continued to advance our program 
across our three core components including:
Looking Forward
2023 and Beyond
We remain vigilant and committed to 
ensuring our policies, standards, procedures 
and controls adapt to the ever-evolving cyber 
security and data privacy threats and laws. 
More specifically, we plan to continue to mature and evolve cyber 
security within our operational field assets and embed cyber 
security processes within our business. We will also continue 
to focus on ongoing education and awareness training for our 
employees and the integration of assets acquired as part of the 
PGI Transaction into our policies, standards and controls. 
16 For the period January 1, 2022 to December 31, 2022.
17 As of the date of this report.
18 As at December 31, 2022.
19 In this context, ‘material’ is based on a financial threshold determined by an 
external auditor.
Cyber Security 
Risk Oversight 
5
Number of times senior leadership 
formally briefed the Board and/
or Board Committees on cyber 
security matters16
5
Number of directors with 
technology, systems, and data 
management skills17
Cyber Security 
Risk Management18 
Cyber security breach in the 
last three years
No material19 breaches
Cyber security insurance 
policy obtained
Yes
Cyber security training 
and compliance program 
implemented
Yes
Time since the most recent 
cyber security breach 
No material19 breaches

2022   /   Sustainability Report   /   Pembina Pipeline	
52
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Indigenous 
& Community 
Engagement
Pembina acknowledges and respects 
those who have inhabited lands and 
waters since time immemorial. We 
recognize the profound relationships 
that Indigenous Peoples have with 
the land on which we operate and we 
are committed to entering into lasting 
and mutually-beneficial relationships 
with all Indigenous Peoples affected 
by our operations. Our commitment 
to invest in the communities in 
which we operate is a cornerstone of 
Pembina’s approach to sustainability. 
We understand the important role we 
play as neighbours and are committed 
to giving back in ways that improve 
people’s lives and contribute to lasting, 
positive social change.
Employees gave 
back more than 
3,500 
community 
volunteer hours 
Recipient of
United Way 
President’s 
Award
Redesigned supply 
chain process to 
embed and integrate 
Indigenous 
engagement

2022   /   Sustainability Report   /   Pembina Pipeline	
53
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Analyst Corner
2023 Management Information Circular (page 36)
2022 Annual Information Form – Indigenous Relations (pages 61-63)
2022 Annual Information Form – Indigenous Land Claims and 
Consultation Obligations (pages 99-100)
Indigenous & Tribal Relations Policy
Website – Indigenous Engagement
Approach
Our Indigenous & Tribal Relations Policy 
governs how we approach Indigenous 
engagement and it recognizes and 
respects the spirit and intent of the 
United Nations Declaration on the Rights 
of Indigenous Peoples (“UNDRIP”) as a 
framework for reconciliation within the 
context of the Canadian Constitution, 
existing laws and jurisprudence on 
Indigenous and treaty rights.
We also recognize that we have a role to play in advancing
the Truth and Reconciliation Commission of Canada’s Calls 
to Action, and in particular, Call to Action Number 92, 
Business and Reconciliation. 
In 2022, we launched our five-year Indigenous Engagement 
Strategy as our commitment to reconciliation, long-term 
relationship building with Indigenous communities in our 
operating areas and expanding Pembina’s social and economic 
benefits to communities. It outlines Pembina’s path to 
reconciliation, focuses on four directions and is aligned with
the Truth and Reconciliation Commission of Canada’s Call to 
Action Number 92:
We recognize and respect the important 
role that Indigenous and Tribal People 
and communities play in the evolution 
of our ESG strategy.
Indigenous 
Engagement
1. Lifecycle Alignment – Building, maintaining and formalizing 
long-term relationships with Indigenous and Tribal communities 
near our projects and operations, and embedding Indigenous 
inclusion and engagement in governance, internal policies, 
standards and processes for decision making. 
2. Economic Reconciliation – Supporting equitable access 
to jobs, training and education opportunities, and working 
with Indigenous communities to gain long-term sustainable 
benefits from economic development projects. This also 
ensures procurement opportunities are available to Indigenous 
contractors within Pembina’s asset areas.
3. Community Development – Creating long-term community 
relationships and collaboratively identifying sustainable 
partnerships based on community needs and opportunities in 
alignment with Pembina’s community investment focus areas. 
4. Cultural Appreciation – Providing Indigenous cultural 
awareness training and educational opportunities for Pembina 
senior leadership and employees, while recognizing there are 
many distinct Indigenous communities and Tribes with unique 
languages, cultures, traditions, rights, priorities and protocols.
Reconciliation
Partnering 
in community 
development
Lifestyle 
alignment
Culture
appreciation
Economic
reconciliation
Indigenous Engagement Strategy

2022   /   Sustainability Report   /   Pembina Pipeline	
54
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Environment
We have a commitment to environmental stewardship 
to minimize environmental impacts on water, air, land, and 
biodiversity through frequent engagement with Indigenous 
communities across the full lifecycle of operations, including 
consultation on new development projects. As part of our 
Management program, we invite neighboring Indigenous 
communities to attend and participate in full-scale exercises 
to observe and learn more about our mitigation procedures 
and to provide feedback on incident response. 
To truly reflect our commitment 
to reconciliation and long-term 
relationship building with  
Indigenous communities,  
we believe Indigenous  
considerations and interests  
should be embedded throughout  
the E, S and G of our strategy.
Social
As part of our Community Investment program, we work 
alongside Indigenous communities to promote Indigenous 
values, support spiritual, social, and economic well-being  
and advance reconciliation and self-determination. Part  
of creating long-lasting and impactful partnerships includes  
conducting focused engagement sessions with Indigenous 
communities to better understand their community priorities, 
interests, short-term and long-term goals. The information 
gathered helps to inform our Indigenous Community  
Investment Strategy and ensure we are funding initiatives  
that reflect and align with community interests and values.
As part of our commitment to increase Indigenous  
representation in our workforce, we are implementing  
strategies and processes for Indigenous prescreening, 
recruitment, selection, and retention using the principles  
outlined in the Employment Equity Act (Canada). Our strategies 
are designed to support Indigenous candidates to work within 
the communities where they live and provide direct connection to 
their land, work and home.
Through our operational engagements, we have also heard  
many Indigenous leaders focus on the need for training  
and employment and the importance of more workforce 
opportunities for their community members. To meet this need, 
we engage specifically with Indigenous Skills and Employment 
Training (“ISET”) groups across our asset areas.

2022   /   Sustainability Report   /   Pembina Pipeline	
55
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Governance rights are incredibly important to 
the Haisla Nation. An equal seat at the table for 
Indigenous communities is one meaningful example 
of reconciliation and of what is possible in our 
shared path forward.”
Chief Councillor Crystal Smith, Haisla Nation
Pembina and WIPG are truly equal partners in 
both our pursuit of equity ownership and in our 
governance model. Equal governance means that 
Chinook Pathways is charting new territory to 
advance environmental stewardship through an 
Indigenous lens.”
Chief David Jimmie, Chairman of the Board and VP of 
Finance, WIPG 
The ISET Program is a Government of Canada function that 
builds on:
	›
a co-developed training and employment program with 
Indigenous partners;
	›
increased funding;
	›
greater flexibility for organizations like Pembina to 
design programming to meet the needs of the Indigenous 
Peoples and their communities; and
	›
a new distinctions-based strategy that recognizes, 
respects, and reflects Canada’s Indigenous Peoples, 
specifically the First Nations, Métis and Inuit, but also 
addresses urban/non-affiliated service delivery needs.
We dedicate resources to assist with our prescreening 
process which includes resume building, interview preparation, 
and relationship building with individual candidates seeking 
employment opportunities within our company. This initiative 
is the foundation that underpins successful identification and 
preparation of Indigenous candidates towards application for 
employment opportunities within Pembina.
Governance 
Pembina’s partnerships with 
the Western Indigenous Pipeline 
Group (“WIPG”) and the Haisla 
Nation include meaningful 
governance rights for all partners. 
Chinook Pathways is an Indigenous-led partnership between 
WIPG and Pembina, pursuing equity ownership in the 
Trans Mountain Pipeline and Expansion upon completion of 
construction. Chinook Pathways establishes a collaborative 
ownership framework for Indigenous communities in Trans 
Mountain. WIPG holds equal governance rights with Pembina 
including equal representation on the Board of Directors, 
Management Committee, Employment and Procurement 
Committee and Environmental and Reconciliation Committee. 
The Board of Directors and Management Committee of the 
Partnership consists of three members appointed by each 
partner, together with a non-voting chair.  
Cedar LNG is an Indigenous-majority-owned partnership 
between the Haisla Nation and Pembina focused on the 
development of the Cedar LNG Project, a proposed floating 
liquefied natural gas (“FLNG”) facility in Kitimat, British Columbia, 
within the traditional territory of the Haisla Nation. The Haisla 
Nation owns a majority of the Project and holds shared 
governance rights with Pembina, including the right to appoint an 
equal number of the Cedar LNG Board of Directors. The Board 
of Directors of Cedar LNG currently consists of four members 
appointed by each partner.
Working together, we believe that Chinook Pathways and Cedar 
LNG present an exciting opportunity to redefine how Indigenous 
communities and industry can work together to support 
Economic Reconciliation.

2022   /   Sustainability Report   /   Pembina Pipeline	
56
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Haisla Nation
Pembina has partnered with Haisla Nation to develop the 
proposed Cedar LNG Project, which is expected to be the 
largest Indigenous majority-owned infrastructure project 
in Canada. On March 15, 2023, a historic milestone was 
achieved when the project received a positive Decision 
Statement from the Federal Minister of Environment and 
Climate Change. Elected Chief Councillor of Haisla Nation 
Crystal Smith stated on that historic day:
“Today is about changing the course of 
history for my Nation and Indigenous Peoples 
everywhere. We can support Economic 
Reconciliation and respect our traditions, 
our culture and our way of life as we build a 
net zero economy. Pembina is our chosen 
partner because they recognize the strength 
Indigenous People bring to shaping our 
world based on values of sustainability and 
environment protection. Together we are 
turning the page of history towards a future 
where my children and their children and 
tomorrow’s children can reclaim their rightful 
place in this world.” 
See the following powerful video celebrating the historic 
milestone here.
2022 Performance
Since the launch of our five-year strategy 
in 2022, we have demonstrated progress 
across all four directions of our Indigenous 
Engagement strategy.  
To progress Lifecycle Alignment, we documented a new process 
to better integrate economic development and engagement 
decisions at the onset of project planning. We also created 
a new internal framework to support relationship building 
with Indigenous communities within our operations. This 
included determining the different components of operational 
engagement which encompasses community investment, 
emergency management participation, training for employment, 
information sharing with elected leaders and other members of 
the community, among others. To effectively conduct operational 
engagement, we coordinate with our operations and various 
other teams to ensure we maintain a consistent and organized 
approach to relationship building. These developments assist 
in the governance of building and maintaining Indigenous 
relationships within critical steps of our business.
To advance Economic Reconciliation, we continue to advance 
two meaningful and transformational partnerships with both 
the Haisla Nation on the proposed Cedar LNG Project and 
with WIPG on Chinook Pathways to pursue ownership of 
the Trans Mountain Pipeline. Not only do these partnerships 
advance Economic Reconciliation, but they are also focused 
on environmental stewardship and community engagement. 
For more information on our equity partnerships with the Haisla 
Nation and the WIPG, please see the Indigenous Engagement 
section of our website.
Additionally, our supply chain request for proposal process is 
being improved to include a standalone Indigenous Procurement 
Plan, enabling us to prioritize Indigenous inclusion and the 
associated weighting criteria. We are also enhancing our existing 
Indigenous Business registry, transforming it into a database 
which will help with Indigenous spend analysis across all 
divisions. These efforts are measured through our Indigenous 
engagement metrics introduced in 2021. In 2022, Pembina 
directed $58.5 million, or approximately 3% of our capital and 
operational spend, to 93 Indigenous suppliers, down from 2021 
due to decreases in our pipeline capital spend.  
The advancement of our Community Development approach 
is a collaborative effort with our Indigenous Engagement and 
Community Investment teams. Working together, they ensure 
strategic alignment, identify potential partnerships and create 
long-lasting relationships within the lifecycle of our operations. 
Please refer to the Community Investment section of 
this report for additional information on our contributions 
and partnerships including a highlight on Spirit North, an 
organization focusing on Indigenous youth health and well-being. 
The development of the Cultural Appreciation direction of our 
strategy is heavily embedded and linked with our EDI strategies. 
These teams collaborate to ensure our people at all levels are 
engaged and educated about Indigenous culture. Mandatory 
Indigenous Awareness training was rolled out in 2022 with a 
remarkable 97% completion rate. This training was developed 
in-house through consultation with Indigenous employees and 
external Indigenous partners and also incorporated employee 
feedback before it was rolled out to all employees. To enhance 
engagement, a large visual component was integrated including 
music, photos and narration by an Indigenous employee. 
Refer to the Employee Well-Being and Culture section of this 
report for more information. 
We also developed an internal resource hub where our 
employees can access additional materials on Indigenous 
awareness, including books, videos, articles and podcasts. 
Specific territorial Land Acknowledgements were also created for 
several of our operating areas including Drayton Valley, Sherwood 
Park, Joffre, Grande Prairie, Calgary, and Redwater, recognizing 
the Indigenous lands on which our employees, partners, 
contractors and visitors live, work and play.

2022   /   Sustainability Report   /   Pembina Pipeline	
57
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
01
02
03
Environment
Environmental stewardship has played 
a governing role in decisions on Cedar 
LNG. Cedar LNG is committed to 
advancing a best-in-class LNG project 
that protects the environment, respects 
Haisla and local values, and meets 
the highest standards of social and 
environmental responsibility.
Social
Giving back to the community is a 
fundamental value for Cedar LNG and 
we, with the Haisla Nation, are committed 
to building and maintaining strong 
relationships throughout the region. 
Through our Community Investment 
Program, we invested approximately 
$234,000 through grants that are available 
to organizations that deliver programs 
and services for the benefit of the Haisla 
Nation, neighbouring Indigenous 
Nations, and local communities.
Governance
The Cedar LNG Board includes equal 
representatives from Haisla Nation and 
Pembina. Our varied experiences and 
aligned values help drive a culturally 
sensitive approach to business 
development, decision making, 
and ultimately how Cedar LNG will 
successfully operate.
Cedar LNG: E,S, and G Integration 
We will continue to work collaboratively across various business 
functions to embed Indigenous engagement into everything we 
do. 
In 2023, we plan to continue to progress our five-year Indigenous 
Engagement Strategy and Path to Reconciliation, including the 
following initiatives: 
	›
Operational engagement to renew our focus on relationship-
building throughout the lifecycle of our assets in communities 
where we operate. 
	›
Implementation of Indigenous supply chain initiatives 
including multi-year capacity building partnerships with 
Indigenous vendors.
	›
Continuing to advance opportunities for Indigenous 
awareness and learning through the launch of the Indigenous 
Inclusion Network and additional training for leadership and
employees. Refer to the Employee Well-Being and Culture 
section of this report for more information.
	›
Exploring opportunities to work collaboratively with our 
customers on engagement opportunities with Indigenous 
communities as future development is planned.
	›
Continuously improving our five-year strategy through 
engagement and feedback obtained from various Indigenous 
and Tribal communities in which we operate.
Looking Forward
2023 and Beyond

2022   /   Sustainability Report   /   Pembina Pipeline	
58
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Community and 
Stakeholder Relations
Analyst Corner
2023 Management Information Circular (page 31)
2022 Annual Information Form – Community Relations (page 61)
Community Relations Policy
Website - Community Engagement
Our Approach
Pembina’s approach to community investment is guided by tailored engagement with 
each community. This approach enables us to better understand what the people and 
communities surrounding our projects value and how we can best support them. 
We conduct early, meaningful and ongoing engagement to understand community goals and social issues and then identify how 
partnerships and social investments – financial or otherwise – can support them.
Strong 
Indigenous 
Communities
Our goal is to work alongside 
Indigenous communities to 
promote Indigenous values, 
support spiritual, social and 
economic well-being, and 
advance reconciliation and 
self-determination. 
01
Three key pillars guide our Community Investment Strategy, ensuring a balanced approach 
to decision making.
These pillars are aligned to our overall corporate strategic priorities and are integrated into all six of our material sustainability focus 
areas. The three pillars to our Community Investment Strategy are:
We support our employees and amplify their charitable 
efforts through our employee giving program called PATH 
(“Pembina Actions That Help”), which includes volunteer 
opportunities and rewards programs, donation matching, 
and in giving campaigns that support employee-driven 
EDI initiatives. Giving back is a core part of our culture 
and we believe that supporting causes that matter to 
employees and communities creates positive social 
impact and significant value for all our stakeholders. 
Through these three pillars we 
aspire to create resilient, thriving 
communities by supporting initiatives 
that matter to the community 
and connecting employees to the 
communities where we work and live. 
Safe, Inclusive, 
and Connected 
Communities
Our goal is to ensure 
communities are safe, 
inclusive places where all 
members have equal access 
to opportunities, services and 
spaces that foster a strong 
sense of belonging. Thriving 
local economies provide 
everyone with opportunities 
to succeed. 
02
A Sustainable 
Future
Our goal is for communities, 
government and industry to 
work together to protect the 
natural environment for future 
generations. Citizens benefit 
from a sustainability-driven 
economy that improves 
energy and environmental 
outcomes and contributes to 
local economic prosperity.
03

2022   /   Sustainability Report   /   Pembina Pipeline	
59
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Spirit North
(Strong Indigenous 
Communities)
Skills Canada 
Alberta 
(Safe, Inclusive 
and Connected 
Communities)
Spirit North uses a play-based approach to sport and development creating 
programs that are designed to increase physical, mental, and emotional well-
being of Indigenous youth while incorporating the traditions and values of each 
individual community.
Pembina’s three-year contribution has enabled Spirit North to reach more than 
1,200 students across our operations by assisting communities in building 
sports clubs, trail development, coaching certification, equipment ownership, 
and mentorship. This partnership supports our commitment to Indigenous 
communities and fosters community-owned and led programming while 
focusing on providing sport as a fundamental element of health and well-being.
Skills Canada Alberta is a leader in the development of innovative and hands-
on learning experiences for youth helping thousands of students to explore 
career paths in the trade and technology sectors.
Pembina’s contribution supports Try-A-Trade Take-Out kits for students to test-
drive a trade and learn about trades careers at the Girls Exploring Trades and 
Technology (“GETT”) conference. Our contributions support a pipeline of future 
talent and demonstrates our commitment to safe, inclusive and connected 
communities.
Watershed 
Planning and 
Advisory Councils
(A Sustainable Future)
Pembina’s contributions to the Athabasca Watershed Council and the North 
Saskatchewan Watershed Alliance (“NSWA”) enable watershed reporting, 
watershed management planning and aquatic and shoreline monitoring 
and support our commitment to contributing to a sustainable future. These 
organizations bring together stakeholders and Indigenous partners to educate 
and facilitate informed decision-making and development of innovative 
solutions to watershed challenges. 
With Pembina’s support, Spirit North has been able to reach and partner 
with more Indigenous communities to provide land-based sport and play 
programs than ever before,” says Beckie Scott, Spirit North’s Founder and 
CEO. “We feel so fortunate to have Pembina on our team, knowing they 
share our vision of a happier, healthier future for Indigenous children youth.
Pembina is a leading partner that allows us to extend our reach to young 
people in rural and Indigenous communities throughout Alberta,” says 
Chris Browton, Executive Director of Skills Canada. “By supporting hands-on 
learning opportunities that inspire, develop and elevate students, Pembina 
is contributing to a talented and engaged future workforce in Alberta’s trade 
and technology industries.
With the generous support of Pembina...we are now able to advance 
and elevate our involvement with lake communities and their associated 
stewardship groups” says Kelsie Norton, Watershed Planning Coordinator 
with NSWA. “Lake health is foundational for a sustainable economy, whilst 
supporting a resilient watershed. With this funding we are able to look at 
available communications and address communication gaps, provide lake 
monitoring support, and advance collaboration opportunities. Ultimately, 
we look forward to bringing these vibrant lake communities together to learn 
about the importance of natural shorelines, biodiversity and showcasing how 
living softly on the land can provide numerous benefits to humans and wildlife 
- now and in the future.
The increase is largely due to our investments to support Indigenous and Tribal communities, 
promote safety, equity and inclusion, and encourage a sustainable energy future. 
In 2022, we were proud to support 318 organizations across our operating areas. Our contributions 
and partnership with the following organizations are examples of how we engage:
2022 Performance
In 2022, Pembina continued to strategically advance its Community Investment priorities, with a total investment of $10.8 million, an 
increase of 29% compared to 2021.

2022   /   Sustainability Report   /   Pembina Pipeline	
60
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
In 2022, we celebrated an increase in overall employee PATH 
participation. Pembina employees worked along-side with 
our community partners volunteering a total of 3,522 hours 
throughout 2022, an increase of 43% compared to 2021, 
reflecting our employees’ pride in giving back to communities 
where they live and work.
In partnership with employee Inclusion Networks, we also provided 
meaningful employee engagement and donation matching 
opportunities, including Black History Month, International 
Women’s Day, Pride, National Day of Truth and Reconciliation 
Day, and Movember. For every dollar directly invested by Pembina 
in 2022, employees and other organizational stakeholders20  
contributed an additional $0.39 for a total of $3 million through 
the Community Investment program, demonstrating a strong 
alignment of employee and corporate values.
Pembina will continue to build partnerships with organizations 
that support our three Community Investment program pillars. 
We are particularly focused on growing opportunities under the 
Sustainable Future pillar to help sustain the natural environment 
for future generations. Specifically, we are excited to activate 
our Sustainable Future focused partnership with Leftovers 
Foundation whose mission is to reduce food waste and prevent 
GHG emissions caused when food is left to spoil. In late 2022, 
we committed $300,000 over three years to their organization 
and the Rescue Food programs in Calgary, Edmonton and Red 
Deer and look forward to seeing the impact of our investment 
has on reducing food waste and emissions.
From an employee perspective, we remain focused on 
providing PATH opportunities for our employees to get involved 
and give back to the causes that mean the most to them. 
We believe that providing volunteer and giving opportunities 
creates space for engagement and helps create positive social 
impact by connecting employees to the communities where 
they work and live. So far in 2023, we have supported giving 
and volunteer opportunities including Black History Month, 
International Women’s Day, and Earth Day. We also look forward 
to supporting our newly formed Inclusion Networks, such as 
Pride Pembina (LGBTQ2S+) and the to be launched Indigenous 
Inclusion Network, in donating and volunteer efforts.  
Looking Forward
2023 and Beyond
United Way Presidents Award
Recently, we were honoured to receive the United Way 
Presidents Award in recognition of our longstanding 
commitment to mobilizing our employees and other 
organizational stakeholders20 for lasting social change. 
Our 2022 United Way Campaign, modeled on the 
Monopoly game but centered on the causes we were 
supporting and our business operations, raised $3.4 
million through the efforts of employees, contractors, 
vendors, our Board of Directors and retirees. This 
continues a 30-year tradition of giving at Pembina 
which has raised approximately $30 million for Calgary 
and surrounding communities. United Way programs 
closely align with our commitment to Safe, Inclusive 
and Connected Communities and Strong Indigenous 
Communities and help us advance a net positive 
community benefit in the areas where we live and work. 
20 In this context, ‘other organizational stakeholders’ includes retirees, Board members, suppliers, and other individuals that support Pembina’s community engagement efforts. 
3,522
volunteering hours
an increase of 43% from 2021
$3.4 Million
raised
through our 2022 
United Way Campaign

2022   /   Sustainability Report   /   Pembina Pipeline	
61
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Total Economic Value Generated and Distributed 2
Units
2022
2021
2020
Direct Economic Value Generated 3, 4
$ millions
4,247
3,938
3,444
Direct Economic Value Distributed 3, 5
Operating and General & Administrative Expenses 3, 6
$ millions
671
502
470
Employee Wages and Benefits 7
$ millions
479
440
370
Total Tax Paid 3, 8
$ millions
406
435
370
Payments to Providers of Capital 3, 9
$ millions
2,427
1,944
1,925
Community Investments 10, 11
$ millions
7
6
6
Income Taxes Paid
Canadian Income Taxes Paid
$ millions
330
321
295
U.S. Income Taxes Paid 12
$ millions
4
34
0
Public Policy
Political Contributions 13
$ millions
0.005
0.005
N/C
ESG Performance Tables 1
Governance
Data Tables
& Appendices

2022   /   Sustainability Report   /   Pembina Pipeline	
62
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
1	
Use of N/C in these tables signifies that the content is a new metric for 
Pembina and historical values have not been calculated or reported.
2	
This economic section accounts for all Pembina entities excluding 
equity accounted investees. “Equity accounted investees” means 
Pembina’s working interest in PGI, Alliance Pipeline, Aux Sable, 
Ruby Pipeline, CKPC, Veresen Midstream, Grand Valley I Limited 
Partnership, Fort Corp and Cedar LNG.
3	
The terms are non-GAAP financial measures as they are financial 
measures that are not specified, defined or determined in accordance 
with GAAP. Please refer to the “Non- GAAP and Other Financial 
Measures” section on page 78-79 of this document for additional 
information regarding these non-GAAP measures. This report also 
refers to certain other terms commonly used to satisfy sustainability 
reporting requirements. These terms are not necessarily used by 
Pembina in the management of business.
4	
Direct Economic Value Generated represents net revenue. Together 
with Direct Economic Value Distributed, these metrics indicate the 
value created for stakeholders. Values have increased since 2021 
primarily due to higher market prices and tolls, and higher volumes 
on certain pipeline systems. These increases were partially offset by 
revenue from the field-based gas processing assets contributed to PGI 
and now reflected in share of profit from equity accounted investees.
5	
Direct Economic Value Distributed on an accruals basis includes 
operating and general and administrative costs, employee wages 
and benefits, payments to providers of capital, total tax paid and 
community investments. Together with Direct Economic Value 
Generated, these metrics indicate the value created for stakeholders. 
Historical 2020 and 2021 values were amended to correct the 
interest included. Values have increased since 2021 due to the overall 
growth of the company.
6	
Operating and General & Administrative Expenses includes operating 
expenses plus general and administrative expenses less personnel 
expenses, property taxes, and community investments. This metric 
is included within Direct Economic Value Distributed. Values have 
increased since 2021 primarily due to higher power costs due 
to higher pool prices, and higher integrity costs and consulting 
fees. These increased costs are partially offset by lower operating 
expenses associated with the field-based gas processing assets 
contributed in the PGI Transaction.
7	
Employee Wages and Benefits includes salaries and wages, share 
based compensation, short-term incentive plans, pension plans 
and other employee benefits. This metric is included within Direct 
Economic Value Distributed.
8	
Total Tax Paid includes current income taxes and property taxes. 
This metric is included within Direct Economic Value Distributed.
9	
Payments to Providers of Capital includes dividends paid, interest 
paid and repurchase of common share costs. This metric is included 
within Direct Economic Value Distributed. The increase in 2022 
compared to 2021 is due to the repurchase of common shares and 
higher dividend payments.
10	 Community Investments include direct cash investments in the 
reporting period to support initiatives within the communities 
where we work. This metric is included within Direct Economic 
Value Distributed.
11	 In addition to the exclusions in footnote 2, Community Investment also 
excludes investments made in relation to ACG and Chinook Pathways.
12	 Current U.S. income taxes paid. Values have decreased from 2021 
due to the settlement of audit appeals in 2021 and lower monthly 
instalments in 2022.
13	 This figure covers both our Canadian and U.S. assets as well as 
Pembina subsidiaries and Pembina-operated joint ventures.

2022   /   Sustainability Report   /   Pembina Pipeline	
63
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Climate Change Management 1, 2, 3
Units
2022
2021
2020
Total Scope 1 GHG Emissions 4, 5, 6, 7
Tonnes of carbon dioxide equivalent
2,834,288
2,603,091
2,538,744
Methane (CH4) 8
Tonnes of carbon dioxide equivalent
159,779
118,482
131,325
Methane GHG Emissions as % Scope 1 GHG
Percentage
6
7
N/C
Scope 1 GHG Covered Under Emissions-Limiting Regulation 9
Percentage
82
81
83
Total Scope 2 GHG Emissions 10, 11, 12
Tonnes of carbon dioxide equivalent
1,305,415
1,528,015
1,538,006
Scope 1 & 2 GHG Emissions Intensity 13, 14, 15
Tonnes of carbon dioxide equivalent 
per barrel of oil equivalent
0.00379
0.00385
0.00389
Scope 3 GHG Emissions 16, *
Fuel and Energy Related Activities 17
Tonnes of carbon dioxide equivalent
291,341
241,847
N/C
Waste Generated in Operations 18
Tonnes of carbon dioxide equivalent
50,362
740
N/C
Business Travel 19
Tonnes of carbon dioxide equivalent
460
179
135
Employee Commuting 20
Tonnes of carbon dioxide equivalent
9,642
2,975
N/C
Upstream Leased Assets 21
Tonnes of carbon dioxide equivalent
3,471
2,963
N/C
Investments 22
Tonnes of carbon dioxide equivalent
1,378,189
984,068
N/C
Energy Use
Total Electricity Consumption 23
Gigawatt hours
2,704
2,418
2,309
Air Quality 24
NOx Emissions 25
tonnes
4,785
3,189
3,232
SOx Emissions 25
tonnes
2,909
2,389
1,725
Volatile Organic Compounds (VOCs) 26
tonnes
4,570
5,267
6,218
Particulate Matter (PM10) 27
tonnes
323
268
N/C
Energy Transition & Climate
*In 2022 we have revised our methodology. Historical data for 2020 and 2021 has not been restated.

2022   /   Sustainability Report   /   Pembina Pipeline	
64
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
1	
Pembina has selected the Operational Control approach to define 
our organizational boundaries for GHG reporting and includes all 
material sources and sinks associated with facilities and operations 
(both corporate and pipeline) that are in direct operational control by 
Pembina and Pembina subsidiaries. 
2	
Values reported represent gross emissions emitted to the atmosphere 
before accounting for offsets, credits or other similar mechanisms 
that have reduced or compensated for emissions. For increased 
transparency, GHG emissions reported include those considered 
below reporting thresholds under regulatory reporting regimes.
3	
Our base year recalculation policy is to recalculate base year 
emissions for any significant structural changes resulting from major 
acquisitions, divestments and mergers and meet our significance 
threshold of ±15% of Base Year Scope 1+2 emissions. In 2022, 
Pembina and KKR closed a transaction to create Pembina Gas 
Infrastructure, adding more than 15% to Base Year Scope 1+2 
emissions. As a result, values reported for Total Scope 1 GHG 
Emissions, Total Scope 2 GHG Emissions and Scope 1 & 2 GHG 
Emissions Intensity have been updated in 2020 and 2021. Due to 
data availability, all other metrics in 2020 and 2021 have not been 
adjusted for the PGI Transaction. Further 2019 GHG re-baseline 
assurance was performed along with select metrics as part of the 
2022 GHG assurance process.
4	
Scope 1 emission sources in the reported data include emissions 
from stationary combustion equipment, fugitive emission leaks, as 
well as flaring, incineration, venting and mobile equipment operated 
by Pembina. Immaterial sources of emissions such as physical and 
chemical processing emissions, construction activities and non-
routine events such as emissions from spills are excluded from 
reported emissions. 
5	
Scope 1 emissions are calculated using operational activity data 
(e.g., fuel consumption data from meters, measured survey data and 
engineered estimates) multiplied by an operationally derived or the 
applicable regulated default emission factor. Energy consumption 
used to quantify the scope 1 emission includes all types of fuels 
consumed by Pembina operations, including natural gas, diesel, 
gasoline, propane and jet fuel. Fuel consumption is based on a 
combination of invoiced amounts provided by third party suppliers, 
meter readings and system generated reports. 
6	
Pembina participates in the following applicable regulated emissions 
reporting programs: Environment and Climate Change Canada 
Greenhouse Gas Emissions Reporting Program, British Columbia 
Greenhouse Gas Industrial Reporting and Control Act, Alberta Specified 
Gas Reporting Regulations, Alberta Technology, Innovation and Emission 
Reduction Regulations, Saskatchewan Management and Reduction of 
Greenhouse Gases Regulations and Standards, Ontario Greenhouse 
Gas Emissions Reporting (O Reg. 390/18) and the US Environmental 
Protection Agency 40 CFR Part 98 Reporting Regulations. 
7	
The increase in scope 1 GHG emissions in 2022 compared to 2021 
is primarily due to an increase in fuel usage for stationary combustion. 
8	
To align our reported metrics with our priority reporting frameworks, 
we have chosen to report methane emissions in metric tonnes of 
carbon dioxide equivalent. This number has increased due to the 
assets acquired as part of the PGI Transaction. 
9	
Such as a carbon tax or emission trade system (e.g., Alberta Technology, 
Innovation and Emission Reduction regulations effective 2020).
10	 Our scope 2 methodology was updated to use a jurisdictional 
consumption-based emission factor rather than a generation-based 
emission factor to account for annually updated electric power, 
supply and disposition for unallocated energy mix and SF6 emissions. 
Because these factors from the National Inventory Report (NIR) and 
the U.S. Environmental Protection Agency’s Emissions & Generation 
Resource Integrated Database (eGRID) also include line losses and 
metering differences, the emissions from these losses are no longer 
captured in scope 3 to avoid double-counting.
11	 Scope 2 emissions are indirect emissions from purchased and 
imported electricity and heat consumption. Scope 2 emissions are 
calculated using location-based emission factors from the most recent 
Environment and Climate Change Canada’s National Inventory Report 
(NIR) for Canadian facilities, U.S. Environmental Protection Agency’s 
Emissions & Generation Resource Integrated Database (eGRID) for US 
facilities, and Alberta Environment and Parks Technology, Innovation 
and Emission Reduction (TIER) benchmark emission intensity factor 
for imported heat medium. Initial preparation has begun to transition 
to a market-based methodology in the future. Currently, Redwater is 
the only facility that has a market-based approach. Due to the lack of 
data availability for contractual energy purchases to calculate facility-
specific emission factors for all operations, market-based emissions 
are considered equal to location-based emissions. 
12	 The decrease in scope 2 GHG emissions in 2022 compared to 2021 
is due to the decrease in the AB grid GHG intensity.
13	 Reported emission intensity values for 2019, 2020 and 2021 have 
been revised from prior reporting to reflect a methodological change 
to scope 2 calculation and the assets and associated emissions 
acquired as part of the PGI Transaction. 
14	 Scope 1 & 2 GHG intensity has decreased 1.6% year over year with 
a cumulative reduction of 1.2% against the 2019 adjusted baseline. 
Since 2019 we have grown our business, bringing on additional 
processing facilities and pipeline volumes, while remaining committed 
to reducing our emissions.
15	 Vancouver Wharves is a unique asset within Pembina’s portfolio. We 
are evaluating how best to incorporate such assets into our emissions 
intensity reporting. For this year, we’ve taken a conservative approach 
whereby we include emissions generated at Vancouver Wharves but 
exclude throughput from the GHG emissions intensity calculations.
16	 The calculation of scope 3 emissions relies on best available data and 
is determined using various assumptions and estimated calculations. 
In 2022, we further refined our methodology to enhance the accuracy 
of reported metrics while we continue to evaluate additional scope 3 
GHG categories for future years.
17	 Scope 3 emissions are estimated using the volume of fuel consumed 
and purchased and location-specific upstream emission factors.
18	 Estimated scope 3 emissions currently includes the emissions from 
the transportation and processing of waste generated.
19	 Pembina tracks business travel (transportation of employees for 
business-related activities in vehicles not owned or operated by 
Pembina). Scope 3 emissions were estimated based on supplier 
data, which was estimated to cover approximately 60% of Pembina’s 
business travel.
20	 In 2022, there was a methodology update to improve our estimates 
and account for GHG and transportation data from municipalities, 
which are used to calculate the employee commuting emissions. 
Field employee commuting emissions are also included as part of 
this calculation.
21	 Emissions in this category are limited during this reporting year to 
those associated with our corporate headquarters in Calgary. The 
other field offices are considered under operational control and are 
included as part of scope 1 and 2 emissions.
22	 Values reported reflect Pembina’s 50% equity interest in both Alliance 
Pipeline Limited Partnership and Alliance Pipeline L.P. as well as 
60% interest in PGI, and only includes joint venture assets not 
operated by Pembina.
23	 Total Electricity Consumption includes invoiced amounts from 
providers. This includes floating as well as UFE (Unaccounted for 
Energy) and Line losses where indicated and invoiced. Assets acquired 
as part of the PGI Transaction are included in the calculation for 2022 
only due to data availability.
24	 Air quality emissions data are calculated based on the regulatory 
requirements where we operate and includes emissions at or above 
regulatory reporting thresholds. This methodology can lead to year-
over-year variations as some facilities oscillate between falling above 
or below the reporting threshold. 
25	 For 2022, the increase of NOx and SOx emissions is primarily due to 
the assets acquired as part of the PGI Transaction.
26	 For 2022, the increase from assets acquired as part of the PGI Transaction 
is offset by the decrease in flaring emissions in Palermo Plant.
27	 For 2022, the increase in PM10 emissions is primarily due to the 
assets acquired as part of the PGI Transaction.

2022   /   Sustainability Report   /   Pembina Pipeline	
65
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Total Employees (US & Canada) 1
Units
2022
2021
2020
Full-Time Employees 2
Number
2,602
2,298
2,415
Part-Time Employees 3
Number
67
51
48
Total Employees 4
Number
2,669
2,349
2,463
New Hires 5
Number
630
234
166
Contractors 6, *
Number
1,371
961
885
Gender Inclusion (Canada) 7
Women in the Workforce
Number
628
558
597
Women in the Workforce 8
Percentage
26
27
27
Women in Managerial Positions 9
Percentage
28
24
N/C
Women in Executive Leadership 10
Percentage
35
26
N/C
Women on the Board 11
Percentage
45
40
40
Racial and Ethnic Inclusion (Canada) 12
Indigenous Employees 13
Number
115
98
87
Employees that Identify as Racialized 14
Number
339
293
257
Disability Inclusion (Canada) 15
Employees with Disabilities 9, 16
Number
20
15
15
Employee Retention (US & CAN) 17
Turnover Rate, Total 18
Percentage
9.0
11.3
10.9
Turnover Rate, Voluntary 19
Percentage
6.0
4.7
3.1
Age Demographics (US & CAN) 20
Employees Aged 50+
Percentage
27
26
25
Employees Aged Between 30 and 49
Percentage
63
64
64
Employees Aged Under 30
Percentage
10
10
11
Employee Well-Being & Culture
*In 2022 we have revised our methodology. Historical data for 2020 and 2021 has not been restated.

2022   /   Sustainability Report   /   Pembina Pipeline	
66
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
1	
Total Employees includes personnel in all locations in Canada and 
the U.S. 
2	
Includes all full time, permanent employees as of December 31, 2022. 
Directors are exempt.
3	
All fixed term and part-time permanent employees as of 
December 31, 2022.
4	
All fixed term and permanent employees as of December 31, 2022.
5	
Includes all fixed term (temporary) and permanent new hire 
employees in the reporting year. The number of new hires includes 
the employees that joined Pembina as part of the PGI Transaction.
6	
There has been a change in methodology year over year. As of 
December 31, 2022, field services contractors and invoicing 
contractors have been included in this number. Prior year data 
excludes field services contractors as they are not included in the 
organizational chart. Contract workforce increased as the COVID-19 
restrictions were lifted and more projects were started or re-started. 
Value differs from contractors referenced in the 2022 AIF for the 
applicable year due to expanded definition. This number fluctuates 
throughout the year based on business requirements.
7	
Our Gender Inclusion metrics pertain to permanent employees in 
Canada unless otherwise stated. 
8	
The increase of women in our workforce was less than the increase of 
our overall workforce due to the high percentage of field operations roles. 
9	
Restated values for FY21 due to data mapping change.
10	 Our Executive team includes our officer team as well as vice 
presidents in Canada and the U.S.
11	 This data includes board members who are women, represented as a 
percentage of total independent directors.
12	 Our Diversity and Inclusion metrics are self-disclosed and pertain to 
permanent employees in Canada excluding former employees of ETC 
brought on as part of the PGI Transaction. We are in the process of 
collecting data to allow us to capture former ETC employees for 2023.
13	 Number of Indigenous Peoples has increased in 2022. The progression 
of our EDI strategy in 2022 may have increased the number of 
Indigenous Peoples hired and/or increased employee self-disclosure.
14	 Number of Racialized Persons has increased in 2022. The progression 
of our EDI strategy in 2022 may have increased the number of 
racialized persons hired and/or increased employee self-disclosure.
15	 Our Disability Inclusion metrics are self-disclosed and represent 
permanent employees in Canada excluding former employees of ETC 
brought on as part of the PGI Transaction. We are in the process of 
collecting data to allow us to capture former ETC employees for 2023.
16	 Number of Persons with Disabilities has increased in 2022. The 
progression of our EDI strategy in 2022 may have increased the 
number of persons with disabilities hired and/or increased employee 
self-disclosure.
17	 This data represents all permanent employees in Canada and the 
U.S. excluding former employees of ETC brought on as part of the 
PGI Transaction. We are in the process of collecting data to allow us 
to capture former ETC employees for 2023.
18	 Total turnover decreased due to a stronger post-COVID economy 
and increased activity. Excludes former employees of ETC brought 
on as part of the PGI Transaction. We are in the process of collecting 
data to allow us to capture former ETC employees for 2023.
19	 Voluntary turnover increased due to stronger post-COVID economy 
and increased activity. Excludes former employees of ETC brought 
on as part of the PGI Transaction. We are in the process of collecting 
data to allow us to capture former ETC employees for 2023.
20	 This data represents all permanent and fixed term employees in 
Canada and the U.S.

2022   /   Sustainability Report   /   Pembina Pipeline	
67
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Fatalities 2
Units
2022
2021
2020
Employees (Fatalities) 
Number
0
0
0
Contractors (Fatalities) 3
Number
1
1
0
Total Recordable Injury Frequency (TRIF) 4
Employees (TRIF) 
Rate
0.334
0.494
0.198
Contractors (TRIF) 5
Rate
1.285
1.122
0.908
Near Miss Frequency Rate (NMFR) 6
Employees Rate (NMFR)
Rate
2.672
3.418
N/C
Contractors Rate (NMFR)
Rate
2.570
2.539
N/C
Preventable Motor Vehicle Incident Frequency (MVI) 7
Employees Rate (MVI) 8
Rate
0.733
0.645
0.211
Contractors Rate (MVI) 9
Rate
0.735
0.564
0.952
1	
Our Safety metrics include our Canadian and U.S. workforce. Data 
from the assets acquired as part of the PGI Transaction included as 
of September 1.
2	
A Fatality is a death resulting from a work-related injury/illness.
3	
For 2022, we are profoundly saddened to report a fatality of a 
contractor, which occurred at one of our pump stations at Algar. We 
are undertaking significant efforts to learn from this event and improve 
the safety of our contractors.
4	
TRIF is the number of recordable injuries per 200,000 hours of work.
5	
Our contractor TRIF values have increased since 2020, which is a 
trend Pembina is working to improve.
6	
A Near Miss is an incident where no loss was sustained, but given a 
slight shift in position or time, damage, injury, or other loss could have 
occurred. Near Miss Frequency Rate (NMFR) is the number of near 
miss incidents per 200,000 hours of work, tracked as part of our Safety 
Program. It is an important leading indicator to manage safety incidents. 
7	
The number of preventable incidents per 1,000,000 kms driven.
8	
Our employee MVI values increased compared to 2020 and 2021, 
which is a trend Pembina is working to improve. Our employee 
MVI values were lower in 2020 due to decreased employee activity 
resulting from the COVID-19 pandemic.
9	
Our contractor MVI values have fallen compared to 2020 due to 
improved contractor performance. 58% of contractor preventable 
vehicle incidents were the result of forward or reverse motion at low 
speed and not using a spotter.
Health & Safety 1

2022   /   Sustainability Report   /   Pembina Pipeline	
68
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Integrity Management
Units
2022
2021
2020
Pipeline Repairs and In-Line Inspections (ILIs) 2
Natural Gas Pipelines Inspected 3
Percentage
6
23
N/C
Hazardous Liquid Pipelines Inspected
Percentage
34
29
N/C
Spill Prevention & Mitigation 
Incidents (Spills, Releases and Significant Failures)
Reportable Pipeline Incidents 4
Number
5
9
10
Significant Reportable Pipeline Incidents 5
Percentage
40
11
N/C
Accident Releases from Rail Transportation 6
Number
0
0
N/C
Non-Accident Releases (NARs) from Rail Transportation 7
Number
1
1
N/C
Hydrocarbon Spills
Hydrocarbon Spills 8
Number
4
4
N/C
Aggregate Volume of Hydrocarbon Spills 9
Barrels
933
79
N/C
Volume of Hydrocarbon Spills in Arctic 10
Barrels
0
0
N/C
Volume of Hydrocarbon Spills in Unusually Sensitive Areas 11
Barrels
0
0
N/C
Volume of Hydrocarbon Spills Recovered 12
Barrels
925
79
N/C
Waste Management 13
Total Waste (Non-Hazardous + Hazardous)	
Total Non-Hazardous Waste 14
Metric tonnes
40,874
29,809
45,594
Total Hazardous Waste 15
Metric tonnes
38,457
22,400
39,552
Total Waste Generated 16
Metric tonnes
79,331
52,209
85,146
Responsible Asset Management 1

2022   /   Sustainability Report   /   Pembina Pipeline	
69
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Waste Management
Units
2022
2021
2020
Waste to Disposal (e.g., Landfill, Incineration)
Non-Hazardous Waste (Excluding Produced and Process Water) 14
Metric tonnes
38,305
27,181
41,981
Non-Hazardous Produced and Process Water Waste 17
Metric tonnes
0
0
0
Hazardous Waste (Waste Disposal) 18
Metric tonnes
37,882
22,271
18,142
Total Waste to Disposal 16
Metric tonnes
76,186
49,452
60,123
Waste Diversion (e.g., Recycled, Treatment)
Non-Hazardous Waste 19
Metric tonnes
2,569
2,628
3,613
Hazardous Waste (Waste Diversion) 20
Metric tonnes
576
129
21,410
Total Waste Diversion 21
Metric tonnes
3,145
2,757
25,023
Water Management 
Total Water Withdrawal 22
million m³
2.660
1.631
1.883
Total Water Disposed (i.e., Regulated Disposal Facility or Deep Injection Well) 23
million m³
4.381
1.798
1.432
Total Water Returned to the Environment 24
million m³
0.945
1.095
1.168
Total Fresh Water Consumed 25
million m³
2.044
1.096
N/C
Land Use & Restoration 26
Terrestrial Acreage Disturbed 27
Acres
73,058
66,966
N/C
Impacted Area Restored 28
Percentage
6
1
N/C
Biodiversity
Land Owned, Leased and/or Operated within Areas of Protected Conservation Status or Endangered 
Species Habitat 29
Percentage by acreage
0.6
0.9
N/C

2022   /   Sustainability Report   /   Pembina Pipeline	
70
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
1	
The Operational Control boundary has been selected for reporting of 
Pembina and Pembina subsidiaries.
2	
Pipeline inspections follow an annual inspection plan that is designed 
to satisfy a range of criteria including regulatory requirements, 
operating history, maintenance schedules, resource availability and 
overall risk assessments. As a result, the percentage of pipelines 
inspected can vary year to year.
3	
Assets acquired as part of the PGI Transaction were mostly gas 
assets, increasing the number of natural gas pipelines included in 
our inventory for inspection. As a result, the overall percentage of 
pipelines inspected decreased. We will focus on the integration of 
our assets that were acquired as part of the PGI Transaction into our 
various integrity management programs.
4	
This includes reportable spills and releases of any substance and 
significant failures from a pipeline. In 2022 we had five reportable 
spills two of which were considered significant. Refer to footnote 5 
for details on the significant pipeline incidents. The remaining three 
reportable pipeline incidents include a release of 0.3 bbl of synthetic 
crude oil, which was fully recovered, and two other incidents involving 
freshwater pipelines where partial recovery was achieved, and no 
significant environmental impacts occurred. 
5	
A Significant Incident is defined as a release of a commodity product 
from a pipeline that must be reported to an external agency or 
authority, such as a federal, provincial, or state regulator and that 
includes one or more of the following: a serious injury or fatality; 
an unintentional ignition or fire; a liquid release of greater than 8m3 
(50 barrels); or a rupture or breach of a pipe, tank or containment. 
Analyzing the percent significant helps focus our efforts on managing 
and preventing these incidents. In 2022 we had two significant spills: a 
75 bbl release of sweet crude oil in the Drayton Valley area in January 
2022 and a 597 bbl release of synthetic crude oil in the Edmonton 
area in May 2022. Both spills were fully recovered, and the sites have 
been remediated in accordance with regulatory requirements. Ongoing 
monitoring is occurring to ensure the long-term recovery of the sites.
6	
Includes all releases of hazardous material from a derailment, collision 
or other rail-related accident that is required to be reported to regulatory 
or governmental agencies. Separating incidents from pipeline and rail 
operations as well as accident and non-accident releases helps identify 
the location of our liabilities and focus our mitigation measures.
7	
Non-Accident Releases (NARs) from Rail Transportation include all 
unintentional releases of a hazardous material while in transportation, 
including loading and unloading while in railroad possession that is 
not caused by a derailment, collision or other rail-related accident. 
Separating incidents from pipeline and rail operations as well as 
accident and non-accident releases helps identify the location of our 
risks and focus our mitigation measures.
8	
Number of Hydrocarbon Spills provides focus on hydrocarbons 
versus spills of other materials. A spill is defined as reportable, 
greater than one barrel in volume, and includes those that reach the 
environment (soil or water), and excludes those that were contained 
within impermeable secondary containment.
9	
Aggregate Volume of Hydrocarbon Spills provides focus on hydrocarbons 
versus spills of other materials. A spill is defined as reportable, greater 
than one barrel in volume, includes those that reach the environment (soil 
or water) and excludes those that were contained within impermeable 
secondary containment. 2022 total spill volumes were significantly higher 
than 2021 due to two significant pipeline releases, as well as a rail car 
loading incident at Redwater. These spills were remediated in 2022 and 
99% of the total volume was recovered, see footnote 12 for further details.
10	 Volume of Hydrocarbon Spills in Arctic is not applicable to Pembina’s 
operations but is an important metric for industry to determine the 
impacts on a sensitive ecosystem.
11	 Volumes of Hydrocarbon Spills in Unusually Sensitive Areas determines if 
any hydrocarbon spills occurred in a drinking water or ecological resource 
area or specific species habitat. A spill is defined as reportable, greater 
than one barrel in volume, includes those that reach the environment (soil 
or water), and excludes those that were contained within impermeable 
secondary containment. Unusually Sensitive Areas is a SASB definition 
that is currently applicable to U.S. assets and operations only.
12	 Volume of Hydrocarbon Spills Recovered determines the volume of 
a hydrocarbon spill that was removed from the environment. An 8 
barrel natural gas liquids release to soil and air was not recovered, 
as it ignited upon release from a flare stack. Released hydrocarbon 
liquids reported were 100% recovered.
13	 Waste data are collected for both solid and liquid sources. Liquid 
waste is converted from m3 to metric tonnes at a 1:1 conversion for 
disposal volumes with unknown densities. The Redwater Complex 
on-site injection well composition is known and was used to estimate 
an average conversion factor of 1.22 metric tonnes per m3 which 
represents 40% of the waste generated in 2022.
14	 In 2022 there was a change in methodology to consolidate wastewater 
disposal data within the company’s water data rather than waste metrics. 
2020 and 2021 data has been restated to reflect this methodology 
change. In 2022, Non-Hazardous Waste (Excluding Produced and 
Process Water) increased primarily due to drilling waste from a large 
pipeline crossing project.
15	 Increase in Total Hazardous Waste in 2022 compared to 2021 is due 
to resumed maintenance activity at Vancouver Wharves, consistent with 
2020 activity levels. In 2021 Total Hazardous Waste decreased due to a 
reduction of maintenance activities and construction at Vancouver Wharves. 
2020 and 2021 data has been restated to reflect identified data exceptions.
16	 2020 and 2021 data has been restated to reflect methodology 
changes and identified data exceptions.
17	 In 2022 there was a change in methodology to consolidate water data 
to include produced water volumes rather than within the waste metrics. 
As a result of this change, Non-Hazardous Produced and Process Water 
Waste has been incorporated into our Total Water Disposed metric. 2020 
and 2021 data has been restated to reflect this methodology change. 
18	 Increase in Hazardous Waste (Waste Disposal) in 2022 compared to 
2021 is due to resumed maintenance activity at Vancouver Wharves. 
In 2021 Total Hazardous Waste decreased due to a reduction of 
maintenance activities and construction at Vancouver Wharves. Refer 
to footnotes 15 and 20. 2020 and 2021 data has been restated to 
reflect identified data exceptions.
19	 2021 data has been restated to reflect identified data exceptions. 
20	 The increase in Hazardous Waste (Waste Diversion) from 2021 to 
2022 was the result of 460 metric tonnes of material generated from 
maintenance at the Vancouver Wharves water treatment system. 
The waste was diverted to a biodegradation facility. Total Hazardous 
Waste volumes at Vancouver Wharves in 2022 were comparable with 
2020, however the allocation between Hazardous Waste (Waste Diversion) 
versus Hazardous Waste (Waste Disposed) differed. In 2020 more 
hazardous waste was diverted compared to 2022 where more hazardous 
waste was sent to disposal. Refer to footnotes 15 and 18. 2020 data has 
been restated to reflect identified data exceptions.
21	 2020 and 2021 data has been restated to reflect identified data exceptions.
22	 The increase in Total Water Withdrawal relates to the addition of gas 
processing facilities as part of the PGI Transaction. Two of these facilities 
rely on steam systems for heat transfer and powering equipment. Without 
these additional gas processing facilities this becomes a 4% decrease 
in water withdrawal. Third-party water volumes are excluded with the 
exception of Vancouver Wharves due to measurement constraints.
23	 In 2022 there was a change in methodology to consolidate water data to 
include produced water volumes here rather than within the waste metrics. 
2020 and 2021 data has been restated to reflect this methodology 
change. The increase in Total Water Disposed in 2022 is primarily due 
to the addition of gas processing facilities as part of the PGI Transaction 
where produced water volumes are sent for underground disposal.
24	 Year over year variance in water returns are impacted by cooling 
requirements at our Channahon Facility as well as changes in annual 
precipitation at Vancouver Wharves where rainwater is treated as 
part of our water treatment system. 2020 and 2021 data has been 
restated to reflect identified data exceptions.
25	 In 2022, we revised our methodology to remove treated rainwater 
from our return volumes since these volumes are not consumed 
or used within our processes. 2021 data has been restated to 
reflect this methodology change. The increase in Total Fresh Water 
Consumed in 2022 is due to the addition of gas processing facilities 
as part of the PGI Transaction.
26	 The land base for Pembina operated assets between 2021 and 2022 
increased as a result of the addition of PGI assets. Additionally, there 
was a change to the reclamation status of lands associated with the 
2017 Phase 3 Peace Expansion Program.
27	 Increase in footprint is a result of the addition of pipeline rights-of-way 
associated with the PGI Transaction.
28	 Increase in 2022 from 2021 is a result of two significant projects associated 
with the Phase 3 Peace Expansion Program achieving revegetation status.
29	 The calculation includes disturbed lands that overlap with parks and 
protected area and lands identified as habitat for endangered species 
(e.g., Ord’s Kangaroo Rat), both rely on publicly available information.

2022   /   Sustainability Report   /   Pembina Pipeline	
71
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Indigenous Engagement 1
Units
2022
2021
2020
Indigenous Spending 2
$ millions
58.5
101.2
N/C
Indigenous Communities Engaged for Services 3
Number
36
34
N/C
Indigenous Suppliers Utilized 4
Number
93
100
N/C
Community and Stakeholder Relations
Community Investment
Cash Investments 5, 6
$ millions
6.9
5.6
5.6
In-Kind investments 6
$ millions
0.033
0.039
0.075
Organizational Stakeholder Giving 7
$ millions
3.0
2.1
3.1
Employee Time During Work Hours 8
$ millions
0.21
0.15
0.11
Other Community Investment 9
$ millions
0.69
0.49
0.63
Total Investments 10, 11
$ millions
10.8
8.4
9.5
Employee Volunteering
Employee and Contractor Volunteering (During Work Hours) 12
Hours
3,522
2,456
1,810
Employee Volunteering (During Work Hours) 13
Hours
1.3
1.0
0.7
Indigenous & Community Engagement
1	
Our Indigenous Engagement metrics include Canadian operations only.
2	
Indigenous Spending accounts for direct and indirect procurement 
costs with an Indigenous business based on the proportion of 
ownership. An Indigenous business is owned by a participating First 
Nation, Metis, Inuit Community/Settlement or their members including 
a strategic partnership, corporation, joint venture, limited partnership, 
other entity or a combination of them. The decrease in Indigenous 
Spending from 2021 relates to higher construction activity, specifically 
the Phase VII Peace Pipeline Expansion which included significant 
participation from Indigenous owned businesses.
3	
The number of Indigenous communities who have been engaged to 
provide services for Pembina.
4	
Includes the number of Indigenous suppliers engaged to provide 
services for Pembina. An Indigenous business is owned by a 
participating First Nation, Metis, Inuit Community/Settlement or their 
members including a strategic partnership, corporation, joint venture, 
limited partnership, other entity or a combination of them.
5	
Includes direct cash investment to support community 
engagement activities.
6	
Excludes Joint Ventures (ACG, Aux Sable, Cedar LNG, Chinook 
Pathways, PGI).
7	
Organizational Stakeholder Giving includes donations by permanent 
and fixed term employees, retirees, Board members, and other 
individuals that support Pembina’s community engagement efforts.
8	
Employee Time During Work Hours includes all permanent and fixed 
term volunteer hours that support community engagement. A dollar 
value was determined using an average Pembina employee salary.
9	
Other Community Investments include costs associated with running 
the community investment function or managing contributions 
to the community. This would include staff salaries, overhead 
costs, research, travel and meals, communications, subscriptions, 
membership fees, etc. This number may fluctuate year-over-year 
based on needs.
10	 Total Investments is the total value of Pembina’s investments in 
the community. This includes cash investments, in-kind giving, 
volunteering during paid working hours, program management 
costs, and community contributions from outside sources that 
can be directly linked to our involvement.
11	 Excludes Joint Ventures (ACG, Aux Sable, Cedar LNG, Chinook 
Pathways, PGI) with exception of employee giving, employee 
volunteer hours, and Program Management.
12	 Employee and Contractor Volunteering (During Work Hours) includes 
all permanent and fixed term employee volunteer hours that support 
community engagement.
13	 Employee Volunteering (During Work Hours) includes all permanent 
and fixed term employee volunteer hours that support community 
engagement.

2022   /   Sustainability Report   /   Pembina Pipeline	
72
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Disclosure
SASB Standard 
Number
Sustainability Report Reference
Greenhouse Gas Emissions
Total Scope 1 GHG Emissions
EM-MD-110a.1
Data Tables - Energy Transition and Climate
Methane GHG Emissions as % Scope 1 GHG
EM-MD-110a.1
Data Tables - Energy Transition and Climate
Scope 1 GHG under Emissions-Limiting Regulation
EM-MD-110a.1
Data Tables - Energy Transition and Climate
Discussion 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
EM-MD-110a.2
GHG Emissions section
Air Quality
NOx Emissions
EM-MD-120a.1
Data Tables - Energy Transition and Climate
SOx Emissions
EM-MD-120a.1
Data Tables - Energy Transition and Climate
Volatile Organic Compounds (VOCs)
EM-MD-120a.1
Data Tables - Energy Transition and Climate
Particulate Matter (PM10)
EM-MD-120a.1
Data Tables - Energy Transition and Climate
Ecological Impacts
Description of environmental management polices and practices for active operations
EM-MD-160a.1
Responsible Asset Management sections
Land Owned, Leased and/or Operated within Areas of Protected Conservation Status or Endangered Species Habitat
EM-MD-160a.2
Data Tables - Responsible Asset Management
Terrestrial Acreage Disturbed
EM-MD-160a.3
Data Tables - Responsible Asset Management
Impacted Area Restored
EM-MD-160a.3
Data Tables - Responsible Asset Management
Hydrocarbon Spills
EM-MD-160a.4
Data Tables - Responsible Asset Management
Aggregate Volume of Hydrocarbon Spills
EM-MD-160a.4
Data Tables - Responsible Asset Management
Volume of Hydrocarbon Spills in Arctic
EM-MD-160a.4
Data Tables - Responsible Asset Management
Volume of Hydrocarbon Spills in Unusually Sensitive Areas
EM-MD-160a.4
Data Tables - Responsible Asset Management
Volume of Hydrocarbon Spills Recovered
EM-MD-160a.4
Data Tables - Responsible Asset Management
Operational, Safety, Emergency Preparedness & Response
Number of Reportable Pipeline Incidents
EM-MD-540a.1
Data Tables - Responsible Asset Management
Percentage Significant
EM-MD-540a.1
Data Tables - Responsible Asset Management
Natural Gas Pipelines Inspected
EM-MD-540a.2
Data Tables - Responsible Asset Management
Hazardous Liquid Pipelines Inspected
EM-MD-540a.2
Data Tables - Responsible Asset Management
Accident Releases from Rail Transportation
EM-MD-540a.3
Data Tables - Responsible Asset Management
Non-Accident Releases (NARs) from Rail Transportation
EM-MD-540a.3
Data Tables - Responsible Asset Management
Discussion of management systems used to integrate a culture of safety and emergency preparedness throughout the value chain 
and throughout project lifecycles
EM-MD-540a.4
Governance and Responsible Asset 
Management sections
SASB Content Index
The table shown below demonstrates the relationship between Pembina’s reporting and SASB Oil & Gas – Midstream Sustainability Accounting Standard (October 2018).

2022   /   Sustainability Report   /   Pembina Pipeline	
73
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Disclosure Title
Disclosure Number
Page
Disclosures for All Organizations
Organizational Details, Activities, Strategy
Organizational details
2-1
About Pembina (9), Our Operations (11)
2022 Annual Information Form (22), 2022 Annual Report (85)
Activities, value chain and other business relationships
2-6*
Our Operations (11)
Alberta Carbon Grid project (22)
Cedar LNG project (22)
WIPG (55)
Haisla Nation (55)
Employees
2-7
Employee Well-Being and Culture (27-32)
Employee Well-Being & Culture Data Table (65-66)
Workers who are not employees
2-8*
Employee Well-Being & Culture Data Table (65-66)
CEO Message
2-22
Message from our President and CEO (5)
2023 Information Circular (1-2)
Policy Commitments
2-23*
2023 Information Circular (30-32)
Management of material topics
3-3
Management's Role (15)
Governance and Ethics
Governance structure and composition
2-9*
The Board's Role (14)
Governance - 2022 Performance (18)
2023 Information Circular (16-27, 40-46, 47-53)
Nomination and selection of the highest governance body
2-10*
2023 Information Circular (15-27, 41)
Chair of the highest governance body
2-11
2023 Information Circular (16)
Role of the highest governance body in overseeing the management of impacts
2-12*
About Pembina (9)
The Board's Role (14)
2023 Information Circular (1-2, 35)
Delegation of responsibility for managing impacts
2-13*
The Board's Role (14), Management's Role (15)
2023 Information Circular (35)
Role of the highest governance body in sustainability reporting
2-14*
2023 Information Circular (50)
Conflicts of interest
2-15*
2023 Information Circular (32)
Communication of critical concerns
2-16*
Annual Information Form (60)
Collective knowledge of the highest governance body
2-17
2023 Information Circular (45)
Evaluation of the performance of the highest governance body
2-18
2023 Information Circular (46)
Remuneration policies
2-19
2023 Information Circular (54-56, 62-80)
Process to determine remuneration
2-20
2023 Information Circular (14, 54-56, 62-80)
Mechanisms for seeking advice and raising concerns
2-26*
Annual Information Form (59-60)
GRI Content Index
The table shown below demonstrates the relationship between Pembina’s reporting and reference to GRI metrics and disclosures.
*Partially meets the disclosures suggested by the GRI Standards

2022   /   Sustainability Report   /   Pembina Pipeline	
74
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Disclosure Title
Disclosure Number
Page
Stakeholder Engagement
Approach to stakeholder engagement
2-29
Employee Well-Being & Culture (27-33)
Health & Safety (34-37)
Integrity Management (38-40)
Biodiversity & Land Use (47-49)
Indigenous & Community Engagement (53-61)
Collective bargaining agreements
2-30*
Annual Information Form (63)
Reporting Practices and Disclosures on Material Topics	
	
Entities included in sustainability reporting
2-2*
Reading This Report (6)
Reporting period, frequency and contact point
2-3*
Reading This Report (6)
Back cover
2022 Annual Report (85)
Restatement of information from previous reports
2-4
Energy Transition and Climate Data Table (63-64)
External assurance
2-5*
Website - ESG Data and Reports
Compliance with laws and regulations
2-27*
Annual Information Form (105)
Membership associations
2-28
2022 CDP Climate Submission (C12.3b)
Process to determine material topics
3-1
Sustainability Focus Areas (12)
Material topics
3-2
Sustainability Focus Areas (12)
Topic Specific Disclosures	
	
Economic Performance	 	
Direct economic value generated and distributed
201-1
Governance Data Table (61-62)
Non-GAAP and Other Financial Measures (78-79)
Financial implications and other risks and opportunities due to climate change
201-2*
2022 CDP Climate Submission (C2 Risks and opportunities)
Defined benefit plan obligations and other retirement plans
201-3*
2022 Annual Report (125-127)
Indirect Economic Impacts	
	
Infrastructure investments and services supported
203-1*
GHG Emissions (24-26)
Indigenous Engagement (53-57)
Community and Stakeholder Relations (58-60)
Procurement Practices
Proportion of spending on local suppliers
204-1*
Indigenous and Community Engagement Data Table (71)
Energy
Energy consumption within the organization
302-1*
Energy Transition and Climate Data Table (63-64)
Energy consumption outside of the organization
302-2*
Energy Transition and Climate Data Table (63-64)
Water and Effluents
Water Withdrawal
303-3*
Responsible Asset Management Data Table (68-70)
Water Discharge
303-4*
Responsible Asset Management Data Table (68-70)
Water consumption
303-5*
Responsible Asset Management Data Table (68-70)
*Partially meets the disclosures suggested by the GRI Standards

2022   /   Sustainability Report   /   Pembina Pipeline	
75
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Disclosure Title
Disclosure Number
Page
Biodiversity
Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high 
biodiversity value outside protected areas
304-1*
Responsible Asset Management Data Table (68-70)
Significant impacts of activities, products and services on biodiversity
304-2*
Biodiversity and Land Use (47-49)
Responsible Asset Management Data Table (68-70)
Habitats protected or restored
304-3*
Responsible Asset Management Data Table (68-70)
Emissions
Direct (Scope 1) GHG emissions
305-1
Energy Transition and Climate Data Table (63-64)
Energy indirect (Scope 2) GHG emissions
305-2
Energy Transition and Climate Data Table (63-64)
Other indirect (Scope 3) GHG emissions
305-3*
Energy Transition and Climate Data Table (63-64)
GHG emissions intensity
305-4*
Energy Transition and Climate Data Table (63-64)
Reduction of GHG emissions
305-5*
GHG Emissions (24-26)
Energy Transition and Climate Data Table (63-64)
NOx/SOx and other significant air emissions
305-7
Energy Transition and Climate Data Table (63-64)
Waste 
Management of significant waste related impacts
306-2*
Waste (43-44)
Waste Generated
306-3*
Responsible Asset Management Data Table (68-70)
Waste diverted from disposal
306-4*
Responsible Asset Management Data Table (68-70)
Waste directed to disposal
306-5*
Responsible Asset Management Data Table (68-70)
Employment
New Employee Hires and turnover
401-1*
Employee Well-Being & Culture Data Table (65-66)
Occupational Health and Safety
Occupational health and safety (OHS) management system
403-1*
Health and Safety (33-36)
Hazard identification, risk assessment, and incident investigation
403-2*
Health and Safety (33-36)
Worker participation, consultation, and communication on OHS
403-4*
Health and Safety (33-36)
Prevention and mitigation of OHS impacts directly linked by business relationships
403-7
Health and Safety (33-36)
Work-related injuries
403-9*
Health and Safety (33-36)
Health and Safety Data Tables (67)
Diversity and Equal Opportunity
Diversity of governance bodies and employees
405-1
Employee Well-Being & Culture Data Table (65-66)
2023 Information Circular (15-27)
Local Communities
Operations with local community engagement, impact assessments, and development programs
413-1*
Biodiversity and Land Use (47-49)
Indigenous Engagement (53-57)
Community and Stakeholder Relations (58-60)
Public Policy
Political contributions
415-1*
Governance Data Table (61-62)
Customer Privacy
Substantiated complaints concerning breaches of customer privacy and losses of customer data
418-1*
Cyber Security & Data Privacy (50-51)
*Partially meets the disclosures suggested by the GRI Standards

2022   /   Sustainability Report   /   Pembina Pipeline	
76
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
TCFD Content Index
The table shown below demonstrates Pembina’s alignment to the TCFD recommendations.
Category
Disclosure
Disclosure Reference and Page Number
Governance
Governance (a)
Board oversight of climate-related risks and opportunities
The Board’s Role (14)
Governance (b)
Management’s role in assessing and managing climate-related risks and opportunities 
Management’s Role (15)
Strategy
Strategy (a) 
Identification of climate-related risks and opportunities over the short, medium, and long term
2022 CDP Climate Change Submission (C2. 
Risks and Opportunities)
Strategy (b)
Impact of climate-related risks and opportunities on the business, strategy, and financial planning
2022 CDP Climate Change Submission (C3. 
Business Strategy)
Strategy (c)
Scenario analysis and strategy resilience
About Pembina (9)
Risk Management
Risk Management (a)
Processes for identifying and assessing climate-related risks 
Governance - Enterprise Risk Management 
(16)
Risk Management (b)
Processes for managing climate-related risks
Governance - Enterprise Risk Management 
(16)
Risk Management (c)
Integration of processes for identifying, assessing, and managing climate-related risks into the organization’s overall 
risk management
2022 CDP Climate Change Submission (C2. 
Risks and Opportunities)
Metrics and Targets
Metrics and Targets (a)
Metrics used to assess climate-related risks and opportunities
Energy Transition and Climate Data Table 
(63)
Metrics and Targets (b)
Disclosure of GHG emissions
Energy Transition and Climate Data Table 
(63)
Metrics and Targets (c)
Targets used to manage climate-related risks and opportunities
GHG Emissions (24-26)

2022   /   Sustainability Report   /   Pembina Pipeline	
77
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Definitions
For capitalized terms used herein that are not otherwise defined, 
refer to Pembina’s Annual Information Form for the year ended 
December 31, 2022 filed at www.sedar.com (filed with the U.S. 
Securities and Exchange Commission at www.sec.gov under 
Form 40-F) and on Pembina’s website at www.pembina.com.
Hyperlinking
Throughout this report we have provided external links, which 
provide additional context and further information for interested 
readers. These hyperlinks may change over time, and Pembina 
does not undertake any obligation to update such hyperlinks, 
except as required by applicable laws.
In addition, this report may contain links to other websites 
(“third-party websites”). Pembina does not assume responsibility 
or any liability for the accuracy or appropriateness of the 
information, data, opinions, advice or statements contained 
on third-party websites. In providing links to the other sites, 
Pembina is in no way acting as a publisher or disseminator of 
the material contained on the third-party websites and does 
not seek to monitor or control such third-party websites. A link 
to a third-party website should not be construed to mean that 
Pembina is affiliated or associated with the entity to which the 
website is linked. Pembina does not recommend or endorse 
any of the content on any third-party website, including, without 
limitation, any hyperlinks contained within third-party websites.
Forward-looking Statements
This report contains certain forward-looking statements and 
forward-looking information (collectively, “forward-looking 
statements”), including forward-looking statements within the 
meaning of the “safe harbor” provisions of applicable securities 
legislation, that are based on Pembina’s current expectations, 
estimates, projections and assumptions in light of its experience and 
its perception of historical trends. In some cases, forward-looking 
statements can be identified by terminology such as “continue”, 
“anticipate”, “schedule”, “will”, “expects”, “estimate”, “potential”, 
“planned”, “future”, “outlook”, “strategy”, “protect”, “trend”, 
“commit”, “maintain”, “focus”, “ongoing”, “believe” and similar 
expressions suggesting future events or future performance.
In particular, this document contains forward-looking statements 
pertaining to, without limitation, the following: Pembina’s corporate 
strategy, priorities and expected performance, including plans 
and strategies to improve Pembina’s ESG performance; ESG 
goals and targets, including those related to GHG emissions 
reduction and EDI; the impact certain ESG initiatives are expected 
to have on Pembina’s business; energy transition and low carbon 
energy, including Pembina’s initiatives and approach thereto; 
anticipated environmental, community and economic benefits 
of certain growth projects, including the Cedar LNG project and 
the ACG; the Cedar LNG project, including the size, ownership 
and emissions thereof and timing for a final investment decision; 
ACG, including its anticipated capacity, environmental impact, 
long-term operating goals and the expected benefits thereof for 
Pembina and TC Energy Stakeholders; the expansion of Pembina’s 
value chain to incorporate various carbon capture and storage 
opportunities; the Garden Plain Wind Farm and Wild Rose 2 Wind 
Farm, including expected start-up dates and details thereof; plans 
to continue further alignment with the TCFD reporting standards; 
GHG emissions reporting, including the enhancement thereof; 
plans to complete an assessment of decarbonization projects 
and technologies at some of Pembina’s higher emitting facilities; 
expectations regarding the installation of air-fuel ratio control 
systems, including benefits thereof; Pembina’s EDI approach for 
2023 and beyond, including the launch of new Inclusion Networks, 
hiring more staff dedicated to EDI initiatives, launch of the PPE 
Project and the roll-out of Indigenous inclusion training and a new 
culture and inclusion strategy; Pembina’s continued focus on safety, 
including enhancing contractor safety performance and other health 
and safety priorities for 2023; strategies to protect the integrity of 
energy infrastructure; remediation work related to the Northern 
Pipeline System incident; plans to enhance Pembina’s emergency 
response capacity; waste management processes and programs; 
plans regarding a water re-use initiative, reduction of freshwater 
use, and efforts to improve water data management practices; 
reclamation activities, including expectations relating thereto; belief 
that Pembina’s environmental programs and processes will be able 
to validate alignment with TNFD’s LEAP framework; plans to build 
partnerships to advance ESG priorities; commitment that Pembina’s 
policies, standards and procedures will adapt to cyber security and 
data privacy threat and laws; the incorporation of ESG processes 
and metrics into Pembina’s supply chain processes; strategies for 
Indigenous engagement, inclusion and reconciliation, including 
plans and initiatives to progress Pembina’s five-year Indigenous 
Engagement Strategy and Path; and plans to further develop 
continued community investment and engagement efforts.
The forward-looking statements are based on certain assumptions 
that Pembina has made in respect thereof as at the date of 
this report regarding, among other things: Pembina’s ability 
to achieve its ESG targets, including those related to GHG 
emissions reduction and EDI; energy transition, including the 
drivers and pace thereof; the availability of individuals with the skills 
required for Pembina’s business and in the geographic locations 
in which Pembina operates necessary to achieve Pembina’s 
GHG and EDI targets; that current technologies are sufficient to 
achieve reductions in GHG emissions targets; the availability of 
data, samples and information necessary to evaluate targets, 
goals, programs and strategies; the willingness of Indigenous 
stakeholders to engage in consultation and reconciliation efforts; 
successful collaboration with others to advance ESG goals; broad 
compliance with Pembina’s plans, strategies, programs and goals 
across its reporting and monitoring systems among its employees, 
stakeholders and service providers; oil and gas industry

2022   /   Sustainability Report   /   Pembina Pipeline	
78
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
exploration and development activity levels and the geographic 
region of such activity; that Pembina’s future results of operations 
will be consistent with past performance and management 
expectations in relation thereto; the resiliency of Pembina’s assets 
and growth opportunities under climate change scenarios; the 
success of Pembina’s operations and growth projects; that 
projects will be completed and sanctioned as expected; that any 
required commercial agreements for projects can be reached; 
that counterparties to agreements will continue to perform their 
obligations in a timely manner; prevailing regulatory, tax and 
environmental laws and regulations; that all required regulatory and 
environmental approvals can be obtained on the necessary terms 
and in a timely manner; that there are no unforeseen material 
construction or other costs related current projects or operations; 
that there are no unforeseen events preventing the performance of 
contracts or the completion of the relevant facilities; the continued 
availability of capital at attractive prices to fund future capital 
requirements relating to existing assets and projects; the ability of 
Pembina to maintain current credit ratings; prevailing commodity 
prices, interest rates, carbon prices, tax rates and exchange rates; 
and certain other assumptions in respect of Pembina’s forward-
looking statements detailed in Pembina’s Management Discussion 
and Analysis and Annual Information Form for the year ended 
December 31, 2022 and from time to time in Pembina’s public 
disclosure documents available at www.sedar.com, www.sec.gov, 
and through Pembina’s website at www.pembina.com.
Although Pembina believes the expectations and material factors 
and assumptions reflected in these forward-looking statements 
are reasonable as of the date hereof, there can be no assurance 
that these expectations, factors and assumptions will prove to 
be correct. These forward-looking statements are not guarantees 
of future performance and are subject to a number of known 
and unknown risks and uncertainties including, but not limited 
to: the failure to realize the anticipated benefits and synergies 
of projects and transactions; material cost-overruns in respect 
of projects or a material delay to the expected operational 
date for projects; expectations and assumptions concerning, 
among other things: customer demand for Pembina’s services; 
commodity prices, interest rates, inflation and foreign exchange 
rates; the regulatory environment and decisions, and Indigenous 
and landowner consultation requirements; reliance on third 
parties to successfully operate and maintain certain assets; 
labour and material shortages; reliance on key relationship and 
agreements and the outcome of stakeholder engagement; 
the strength and operations of the oil and natural gas industry 
and related commodity prices; non-performance or default by 
counterparties to agreement which Pembina or one or more 
of its subsidiaries has entered into in respect of its business; 
actions by joint venture partners or other partners which hold 
interests in certain of Pembina’s assets; actions by governmental 
and regulatory authorities, including changes in climate change 
initiatives, regulatory processes or increased environmental 
regulation; changes in the political environment, in North America 
and elsewhere, and public opinion; fluctuations in operating 
results; adverse, general economic and market conditions in 
Canada, North America and worldwide; constraints on, or the 
unavailability of adequate infrastructure and technology; ability 
to access sources of debt and equity capital; changes in credit 
ratings; litigation; technology and security risks including cyber-
security risks; natural catastrophes and changes in weather 
patterns; and certain other risks and uncertainties detailed in 
Pembina’s Management Discussion and Analysis and Annual 
Information Form for the year ended December 31, 2022 and 
from time to time in Pembina’s public disclosure documents 
available at www.sedar.com, www.sec.gov and through 
Pembina’s website at www.pembina.com.
This list of risk factors should not be construed as exhaustive. 
Readers are cautioned that events or circumstances could cause 
results to differ materially from those predicted, forecasted or 
projected. The forward-looking statements contained in this 
document speak only as of the date of this document. Pembina 
does not undertake any obligation to publicly update or revise 
any forward-looking statements or information contained herein, 
except as required by applicable laws. The forward-looking 
statements contained in this document are expressly qualified by 
this cautionary statement.
Non-GAAP and Other 
Financial Measures
Throughout this document, Pembina has disclosed certain 
financial measures that are not specified, defined or determined 
in accordance with GAAP and which are not disclosed in 
Pembina’s financial statements. Non-GAAP financial measures 
either exclude an amount that is included in, or include an 
amount that is excluded from, the composition of the most 
directly comparable financial measure specified, defined and 
determined in accordance with GAAP. These non-GAAP 
financial measures, together with financial measures specified, 
defined and determined in accordance with GAAP, are used by 
management to evaluate the performance and 
cash flows of Pembina and its businesses and to provide 
additional useful information respecting Pembina’s financial 
performance and cash flows to investors and analysts.
In this document, Pembina has disclosed the following non-
GAAP financial measures: direct economic value generated, 
direct economic value distributed, operating and general 
and administrative expenses, total tax paid and payments to 
providers of capital.
Non-GAAP financial measures disclosed in this document 
do not have any standardized meaning under International 
Financial Reporting Standards (“IFRS”) and may not be 
comparable to similar financial measures disclosed by other 
issuers. The financial measures should not, therefore, be 
considered in isolation or as a substitute for, or superior to, 
measures of Pembina’s financial performance, or cash flows 
specified, defined or determined in accordance with IFRS, 
including revenue, general and administrative expenses and 
taxes paid.
Except as otherwise described herein, these non-GAAP 
financial measures are calculated on a consistent basis from 
period to period. Specific reconciling items may only be relevant 
in certain periods.

2022   /   Sustainability Report   /   Pembina Pipeline	
79
Introduction
Governance
|
|
Energy Transition & Climate
|
Employee Well-Being & Culture
|
Health & Safety
|
|
Responsible Asset Management
Indigenous & Community Engagement
Below is a description of each non-GAAP financial measure disclosed in this document, together with, as applicable, disclosure of: the most directly comparable financial measure that is specified, 
defined and determined in accordance with GAAP to which each non-GAAP financial measure relates; a quantitative reconciliation of each non-GAAP financial measure to such directly comparable 
GAAP financial measure; an explanation of the composition of each non-GAAP financial measure; an explanation of how each non-GAAP financial measure provides useful information to investors and 
the additional purposes, if any, for which management uses each non-GAAP financial measure; and an explanation of the reason for any change in the label or composition of each non-GAAP financial 
measure from what was previously disclosed.
($ millions)
2022
2021
2020
Revenue
11,611
8,627
5,953
Cost of goods sold, including product purchases
(7,364)
(4,689)
(2,509)
Direct Economic Value Generated
4,247
3,938
3,444
($ millions)
2022
2021
2020
General and administrative expenses
399
306
246
Operating expenses
869
761
712
Corporate depreciation
(39)
(39)
(38)
Employee wages and benefits
(479)
(440)
(370)
Property taxes paid
(72)
(80)
(75)
Community investments
(7)
(6)
(6)
Operating and General & Administrative Expenses
671
502
470
Direct Economic Value Generated
Direct Economic Value Generated is a non-GAAP financial measure which is defined as total revenue 
less cost of goods sold, including product purchases. Management believes that disclosing to 
standardized GRI metrics is a useful tool for stakeholders, and Direct Economic Value Generated is 
included on the GRI recommended list of metrics to disclose. Management utilizes Direct Economic 
Value Generated to aggregate revenue generated by each of Pembina’s divisions and to set 
comparable objectives. The most directly comparable financial measure to Direct Economic Value 
Generatede that is specified, defined and determined in accordance with GAAP and disclosed in 
Pembina’s financial statements is revenue.
Operating and General & Administrative Expenses
Operating and general and administrative expenses is a non-GAAP financial measure that 
is defined as general and administrative expenses, plus operating expenses, less corporate 
depreciation, employee costs, property taxes paid and community investments. Management 
believes that disclosing to standardized GRI metrics is a useful tool for stakeholders, and 
operating and general & administrative expenses is included on the GRI recommended list of 
metrics to disclose. The most directly comparable financial measure that is specified, defined 
and determined in accordance with GAAP and disclosed in Pembina’s financial statements is 
general and administrative expenses.
Total Tax Paid
Total tax paid is a non-GAAP financial measure that is defined as the sum of income taxes and 
property taxes paid. Management believes that disclosing to standardized GRI metrics is a useful 
tool for stakeholders, and total tax paid is included on the GRI recommended list of metrics to 
disclose. The most directly comparable financial measure that is specified, defined and determined 
in accordance with GAAP and disclosed in the Pembina’s financial statements is taxes paid.
Payments to Providers of Capital
Payments to providers of capital is a non-GAAP financial measure that is defined as dividends paid 
plus the repurchase of common shares and interest paid. Management believes that disclosing to 
standardized GRI metrics is a useful tool for stakeholders, and payments to providers of capital 
is included on the GRI recommended list of metrics to disclose. The most directly comparable 
financial measure that is specified, defined and determined in accordance with GAAP and disclosed 
in the Pembina’s financial statements is dividends paid.
($ millions)
2022
2021
2020
Taxes paid
334
355
295
Property taxes paid
72
80
75
Total Tax Paid
406
435
370
($ millions)
2022
2021
2020
Dividends paid
1,651
1,521
1,530
Repurchase of common shares
333
17
N/C
Net interest paid
443
406
395
Payments to Providers of Capital
2,427
1,944
1,925

Please contact sustainability@pembina.com if you have 
any feedback or questions related to this report, or ESG and 
sustainability at Pembina.
pembina.com
Pembina Pipeline Corporation
4000, 585 - 8th Avenue S.W.
Calgary, Alberta T2P 1G1
Phone: 403.231.7500
Toll Free: 1.888.428.3222
Emergency Response Line: 1.800.360.4706