FEBRUARY 2024
ESG Investor Pack

Forward-looking information and non-GAAP measures
This presentation includes certain forward-looking information, including but not limited to, our financial and operational performance, statements related to future dividend and earnings growth, future EBITDA growth, the future 
growth of our core businesses, including the performance of our subsidiaries, expectations about strategies and goals for growth and expansion, including acquisitions, expected cash flows and future financing options 
available along with portfolio management, including our expectations regarding the size, timing and outcome of the asset divestiture program, expected dividend growth, expected duration of discounted DRP, expected 
access to and cost of capital, expected energy demand levels, expected costs and schedules for planned projects, including projects under construction and in development, expected emission reductions and other benefits from 
planned projects, expected capital expenditures and proportion of program relating to energy transition, contractual obligations, commitments and contingent liabilities, including environmental remediation costs, expected 
regulatory processes and outcomes, statements related to our GHG emissions reduction goals, expected outcomes with respect to legal proceedings, including arbitration and insurance claims, the expected impact of future tax and 
accounting changes, the commitments and targets contained in our 2023 Report on Sustainability and GHG Emissions Reduction Plan and expected industry, market and economic conditions, including their impact on our 
customers and suppliers. Statements that are forward-looking are based on certain assumptions and on what we know and expect today and generally include words like anticipate, expect, believe, may, will, should, estimate or
other similar words.
Forward-looking statements do not guarantee future performance. Actual events and results could be significantly different because of assumptions, risks or uncertainties related to our business or events that happen after the
date of this presentation. In particular, unless otherwise specified, forward-looking statements in this presentation do not include the impacts of TC Energy's intention to separate into two independent, investment-grade, 
publicly listed companies through the spinoff of TC Energy’s Liquids Pipelines business expected to close in the second half of 2024, subject to receipt of all required approvals (the "Liquids Spin-off").
Our forward-looking informationis based on certain key assumptions and is subject to risks and uncertainties, including but not limited to the realization of expected benefits from acquisitions and divestitures, our ability to 
successfully implement our strategic priorities and whether they will yield the expected benefits, our ability to develop, access or implement some or all of the technology and infrastructure necessary to efficiently and 
effectively achieve GHG emissions targets and ambitions, the commercial viability and scalability of GHG emissions reduction strategies and related technology and products, our ability to implement a capital allocation 
strategy aligned with maximizing shareholder value, the operating performance of our pipelines, power generation and storage assets, amount of capacity sold and rates achieved in our pipeline businesses, the amount of 
capacity payments and revenues from power generation assets due to plant availability, production levels within supply basins, construction and completion of capital projects, cost and availability of, and inflationary pressures on, 
labour, equipment and materials, the availability and market prices of commodities, access to capital markets on competitive terms, interest, tax and foreign exchange rates, performance and credit risk of our counterparties, 
regulatory decisions and outcomes of legal proceedings, including arbitration and insurance claims, our ability to effectively anticipate and assess changes to government policies and regulations, including those related to the 
environment, our ability to realize the value of tangible assets and contractual recoveries, competition in the businesses in which we operate, unexpected or unusual weather, acts of civil disobedience, cyber security and 
technological developments, ESG-related risks, impact of energy transition on our business, economic conditions in North America as well as globally and global health crises, such as pandemics and epidemics, and the impacts 
related thereto. As actual results could vary significantly from the forward-looking information, you should not put undue relianceon forward-looking informationand should not use future-oriented informationor financial
outlooks for anythingother than their intended purpose. We do not updateour forward-looking statements due to new informationor futureevents, unless we are requiredto by law. You can read more about these factors and
others in the MD&A in our most recent Quarterly Reportto Shareholders and in other reports we have filed with Canadian securities regulators and the SEC, including the MD&A in our most recent Annual Report.
For additional information on the assumptions made, and the risks and uncertainties which could cause actual results to differ from the anticipated results, refer to our most recent quarterly report and most recent annual 
report filed under TC Energy's profile on SEDAR at www.sedar.com and with the U.S. Securities and Exchange Commission at www.sec.gov and the "Forward-looking information" section of our most recent Report on 
Sustainability and our GHG Emissions Reduction Plan which are available on our website at www.TCEnergy.com.
Comparable EBITDA, comparable earnings, comparable earnings per share, funds generated from operations, and comparable funds generated from operations are non-GAAP measures used throughout this presentation. These 
measures do not have any standardized meaning under GAAP and therefore are unlikely to be comparable to similar measures presented by other companies. The most directly comparable equivalent GAAP measures are, 
segmented earnings (losses), net income attributable to common shares, net income per common share, and net cash provided by operations. Reconciliationsto the most directlycomparableGAAP measures are included as an 
Appendix to this presentation. Refer to the MD&A in our most recent Quarterly Report for more information about the non-GAAP measures, which section of the MD&A is hereby incorporated by reference. Our Quarterly Report
to Shareholders is filed with Canadian securities regulators and the SEC and available at www.TCEnergy.com under Investors.
2

Three Natural Gas Pipelines businesses:
Low-risk, rate-regulated and long-term, take-or-pay contracts
Diversified across North America
One Liquids Pipelines and Storage business:
Highly contracted, low-risk cash flows
Shortest travel time, highest product quality preservation 
path to the Midwest and the Gulf Coast
South Bow
Highly integrated North American asset base
3
One Power and Energy Solutions business:
Anchored by Bruce Power's clean energy
Increasingly weighted to nuclear and pumped hydro
leadership positions
T C  E N E R G Y  2 0 2 3  I N V E S T O R  D A Y
T C  E N E R G Y  2 0 2 3  I N V E S T O R  D A Y

4
Sustainability at TC 
Energy means meeting 
today’s energy needs 
while safely, reliably and 
economically finding 
responsible solutions for 
our energy future.
FRANÇOIS POIRIER
PRESIDENT AND CEO

2000s
2010s
2015
2016
2017
2018
2019
2020
2021
2022+ 
First Sustainability Report 
First CDP submission
Purchased first GHG offset
Inaugural materiality 
assessment
Inaugural ESG Data Sheet 
published
Developed Supplier Diversity & 
Local Participation Program 
Materiality assessment refresh
Management system 
integration and TOMS 
introduction 
Introduced Chief Diversity 
Officer
Elevated safety as a 
corporate value to advance 
our safety culture
Adopted Board Diversity Policy 
Added sustainability to Board 
Health, Safety and 
Environment Committee
Introduced Chief 
Sustainability Officer
Inaugural TCFD-informed 
reporting
TCFD-aligned, SASB and 
UN SDGs-aligned reporting 
Developed sustainability 
commitments
Released targets
Published Reconciliation 
Action Plan
Published GHG Emissions 
Reduction Plan
Linked ESG performance to 
compensation
Joined UN Global Compact
Obtained limited assurance on select ESG 
indicators
Indigenous Advisory Council formed
Joined the Task Force on Nature-based 
Financial Disclosures (TNFD) forum
20+ year commitment to sustainability and ESG
5
A continuous journey of embedding sustainability into business decision-making

6
Focusing on material 
risks and opportunities
Embracing energy 
transition
Safeguarding habitat 
and biodiversity
Advancing Indigenous 
reconciliation
Mutually beneficial 
relationships
Furthering inclusion 
and diversity
Strong governance foundation
We are integrating sustainability into our culture, 
governance, strategic planning, decision making,
risk management and across our operations
We’ve made commitments and set targets to drive 
performance. 
Key topics include: 
Continuous safety 
improvement

Sustainability and ESG disclosure
Disclosure aligned with 
leading global frameworks 
and standards
2023 Report on Sustainability 
Obtained limited assurance 
of Scope 1 and Scope 2 
emissions inventory
Report on Reliability of Methane Emissions Disclosure
Report on Climate-related Lobbying
Third-party limited assurance report
CDP climate change questionnaire response
Reconciliation Action Plan Update
GHG Emissions Reduction Plan 
2022 Sustainability Materiality Assessment
7
7

Developed corporate-
wide GHG reporting 
standard
Further assessment of 
our Scope 3 emissions
Consistent reporting 
across jurisdictions –
elevated to the highest 
standard for enhanced 
transparency
Obtained limited 
assurance of our   
Scope 1 and Scope 2 
emissions inventory
Process and software 
enhancements 
underway 
Improved MSCI score 
from BBB to AA since 
2019
Similar score 
improvements with 
Sustainalytics and ISS
Issued inaugural 
$3 billion 5-year 
Sustainability-Linked 
Loan in 2022
Tied to GHG emissions 
reduction and gender 
diversity
Steady progress aligned with capital markets 
*Metrics for the SLL include: GHG emissions intensity and women in leadership in corporate offices. 
FINANCING
ESG
RATINGS
LIMITED
ASSURANCE
IMPROVED GHG DATA
8

LONG TERM (ESU)
SHORT TERM*
30%
Progressing ESG priorities, including 
GHG emissions, diversity and     
safety targets
Delivering financial results
Advancing corporate strategy while 
balancing growth and discipline
Distributable Cash Flow per share
Debt to EBITDA
Relative TSR vs. peer group(s)
* Short term incentive/corporate scorecard impacts compensation for executives and all employees.
2023 compensation for all employees and executives is 
aligned to priorities and commitments
Performance on key priorities 
embedded in executive compensation
40%
30%
25%
25%
50%
9

Continuous 
safety 
improvement
Our goal is for our pipeline 
and energy facilities to 
operate safely every day so 
that the public, our 
workforce and the 
environment aren’t 
affected by an incident 
involving our assets. 
10

Safety is our number one value
HSSE Committee Charter
TC Energy Operations Management System
Safety — Employee & Contractor
Safety — Pipeline & Operations
Safety — Emergency Preparedness
Focus on mental health
Our commitments: 
11
Committed to safe, reliable, 
sustainable operations 
Systematically manage risk to 
continuously improve the integrity and 
safety of our assets and operations 
Continuous safety 
improvement
Focus on mental health
Continuously improve our systems 
to protect people and consistently 
demonstrate safety as our number 
one value
Demonstrate actions enhancing 
employee psychological safety and 
emotional well-being

0.76
0.0
0.2
0.4
0.6
0.8
1.0
2019
2020
2021
2022
Total recordable case rate (TRCR) 
Our safety performance
Employee and contractor 
12
14
5
17
22
11
14
2020
2021
2022
Tier 1
Tier 2
Process safety incidents
2022 target
Zero significant 
process safety 
incidents1
2020
2021
2022
0
0
1
Learn more about our response to and learnings from the Milepost 14 incident
In late 2022, we completed a comprehensive safety 
culture assessment with an objective third-party 
consultant. 
An action plan has been developed and the HSSE 
committee of the Board receives regular updates 
from management on the progress of the plan. 
Action items include: 
Reinforcing key leadership practices and behaviours of 
a strong safety culture and a psychologically safe 
environment
Simplifying our management systems
Improving our operational discipline 
(1) Significant process safety incidents are defined by TC Energy as unplanned or uncontrolled spills or releases that result in major 
consequences to people or the environment. They are a subset of Tier 1 process safety incidents.  
2019 - 2022
2019 - 2022

Embracing 
energy 
transition
Contribute to global efforts 
to address climate change 
and manage the risks and 
opportunities of the energy 
transition.
13

34%
37%
21%
36%
37%
38%
38%
14%
31%
35%
10%
3%
0%
1%
4%
9%
8%
14%
6%
7%
5%
8%
36%
19%
11%
5%
6%
15%
6%
6%
0%
20%
40%
60%
80%
100%
2022 Inflections
(2.4C)
2030 Inflections
(2.4C)
2050 ACCS
(1.5C)
2050 Inflections
(2.4C)
2050 Discord
(2.9C)
Natural gas
Oil
Coal
Nuclear
Renewables and hydro
Other*
Strategy grounded in fundamentals 
Inflections: S&P Global Commodity Insights base case scenario.
ACCS (Accelerated CCS): S&P Global Commodity Insights net zero 2050 GHG emissions modeled case.
Discord: S&P Global Commodity Insights disrupted world scenario.
(*) Other includes solid waste, traditional biomass, net trade of electricity, hydrogen and heat.  
Source: S&P Global Commodity Insight’s Energy and Climate Scenarios, 2022. ©2023 by S&P Global Inc. All rights reserved.
2,763 MMtoe
2,780 MMtoe
1,670 MMtoe
2,489 MMtoe
2,606 MMtoe
Natural gas
LNG exports and N.A. growth drive consumption
Blue hydrogen opportunities 
Use of gas infrastructure in low-carbon solutions
Oil
Steady demand for oil and oil products
Uncertainty of the pace/volume of EV adoption and biofuels
Reliable and secure supply with low political risk
Power and energy solutions
Power demand grows across all major sectors
Decarbonization objectives with low carbon generation 
Regulatory support on federal and state levels 
WE ARE WELL POSITIONED ACROSS A RANGE OF FUTURE SCENARIOS 
Primary energy consumption mix in North America
14
Investing in traditional energy infrastructure while developing new 
energy capabilities protects value proposition for decades to come

North American energy is in the 
world’s best interest
92
79
70
70
48
44
32
27
17
12
11
10
3
Source: Reserves: BP Statistical Review of World Energy 2021 based on government and published data.
Governance score: Aggregated using equal weighting for each of six World Bank Governance Indicators.
Connecting the best-governed natural 
gas reserves in the world to markets in 
need – Canada and U.S. #1 and #2 in 
World Bank Governance Index 
Governance scores of top natural gas reserve holders
WGI measures:
•
Voice and accountability
•
Political stability
•
Government effectiveness
•
Rule of law
•
Regulatory quality 
•
Control of corruption 
15
Aggregated from the World Bank Governance Index

*2022 GHG emissions reported on an operational control reporting boundary. Totals may not add due to rounding.   
16
Decarbonizing our asset base
Purchased 
electricity -
primarily used to 
power our 
liquids pipelines
2.1 MMt CO2e*
21.1 MMt CO2e*
SCOPE 1
91%
Combustion
Flaring and Venting
Fugitives
Natural gas-fired compressor engines power 
our natural gas transmission system
Natural gas-fired cogeneration units for 
production of electricity and heat energy
75%
15%
Leaks from valves, fittings and other pressurized 
equipment at meter stations, compressor 
stations and valve sites
Controlled releases during operation and 
maintenance e.g., blowdowns and purges 
SCOPE 2
9%
Methane
Primary emissions sources and main activities
16

Modernize our 
existing systems
and assets
Decarbonize our 
energy consumption
Invest in low-carbon 
energy and 
infrastructure
Leverage carbon 
credits and offsets(1)
Modernizing our asset base
Improving operational efficiencies
Actively mitigating and reducing 
methane 
Sourcing renewable power  
Electrification of some compressor 
stations
Nuclear
Renewable energy and storage 
projects
Renewable natural gas
Sourcing additional renewable power
Electrification of additional  
compressor stations
Shifting TCE fleet towards EVs
Carbon capture and storage solutions 
Continue to develop renewable energy 
projects and storage solutions 
Evaluate and leverage voluntary 
carbon credits and offsets with a 
focus on hard to abate emissions
Assessing emerging and scalable high 
quality offset generating technologies
CCS deployment at compressor stations
Hydrogen (blending, hubs, for 
compression, pyrolysis)
New nuclear
Positioning to achieve net zero from operations by 2050
15–25%
70–80%
Drive digital solutions and technologies
Autonomous pipeline applications
Artificial intelligence and machine learning integration
Continued system and network integration
5–10%
Economic today
Probable
Exploring and developing 
capabilities
17
Leveraging novel technologies to 
further reduce methane impacts
(1)
Represents voluntary carbon market; excludes compliance-based mechanisms. 
(2)
Percentages identified represent our current abatement assessment and will change over time as technology and innovation develops.

Focused on methane reduction
18
Throughput 
(Bcf/year)
$6.4B
$7.6B
Natural Gas Pipelines 
comparable EBITDA(1) 
+20%
Methane has a 25x higher global warming potential than CO2
Methane 
(tonnes CH4)
(1) Comparable EBITDA is a non-GAAP measure. See the forward-looking information and non-GAAP measures slide at the front of this presentation for more information. 
Canada, U.S. and Mexico are all signatories
Global Methane Pledge
A global coalition to collectively reduce methane 
emissions by at least 30% below 2020 levels by 2030
From 2019 to 2022 absolute methane 
emissions decreased by 14% while 
natural gas throughput increased 11% 
and natural gas comparable EBITDA(1)
increased by 20%

Controlled releases during operation 
and maintenance
Leak detection and repair program 
Valve and meter equipment
enhancements
Digital solutions and technologies
Unintentional releases from valves, 
fittings and other pressurized equipment
SOURCES
MITIGATIONS
FUGITIVE 
EMISSIONS
VENTED 
EMISSIONS
• 3x/year in Canada
• 4x/year in U.S. (new facilities)*
• 2x/year in Mexico
• High to low bleed pneumatic conversions
• Piloting zero-emission actuators technologies
Improving maintenance activities
• Blowing down into lower pressure 
pipes instead of into atmosphere
• Capture re-injection skid; collects and 
recirculates vented emissions
• Piloting surveillance technology to better 
detect, quantify, monitor and report our 
emissions
Addressing operating practices
• Replacing gas starters with electric starters
*EPA OOOOa regulation for compressor stations installed post-September 2015.
19
Managing methane emissions
Learn more in our Report on reliability 
of methane emissions disclosure

Applicability of Scope 3 categories to core business
1
Purchased goods and services
2
Capital goods
3
Fuel and energy related activities
4
Upstream transportation and 
distribution
5
Waste generated in operations
6
Business travel
7
Employee commuting
8
Upstream leased assets
9
Downstream transportation and 
distribution
10
Processing of sold products
11
Use of sold products
12
End-of-life treatment of sold product
13
Downstream leased assets
14
Franchises
15
Investments
Decarbonizing others 
Expanding access to natural gas to help displace higher emitting fuels
Decarbonizing our footprint
Growing our portfolio of customer driven solutions to help others 
meet their energy transition challenges 
Addressing Scope 1 and 2 emissions
Category 11 is not applicable to our core business, but we play 
an important role in reducing global emissions
Our role as a North American energy transition enabler
Working to better define and calculate indirect emissions 
across our entire value chain 
Currently 
disclosed
Applicable / evaluating 
for future disclosure 
Not applicable to 
core business
20
Our approach to Scope 3 emissions

~51% 
OF $31B  
PROGRAM
DISPLACING HIGHER 
EMITTING FUELS
$13.2B
Coastal GasLink(2)
Southeast Gateway
VdR - South & Tula 
LNG feedgas projects on USNG
DECARBONIZING
OUR ASSET BASE_
$2.6B
VR and WR projects
VNBR project
LOW CARBON 
INVESTMENTS
$3.8B
Bruce Power
12%
86%~2%
Natural Gas Pipelines
Power and Energy Solutions
Liquids Pipelines and other
$31B                  
Total secured capital 
program(1)
Over 60% of sanctioned capital directly enabling energy transition
12% 
OF $31B 
PROGRAM
(1)
Reflects Fourth Quarter 2023 MD&A. Includes non-recoverable maintenance capital of $0.4 billion. 
(2)
Includes TC Energy’s share of anticipated partner equity contributions to the project.
Reflects U.S./Canada foreign exchange rate of 1.32
Additional capital allocated to 
maintaining access to safe, 
reliable, affordable natural gas
_______________________________________________________________________________________________________________ 
$11.0B
Maintenance capital and other           
growth projects
21

A partner in climate initiatives
TC Energy is uniquely positioned to help 
advance a clean energy transition that promotes 
security and prosperity for energy users 
worldwide. 
We will continue to be a voice for thoughtful and 
balanced solutions that drive global growth and 
emissions reductions through infrastructure
development and a leveraging of North America’s 
abundant energy resources.
We will advocate for policies that are consistent with 
our climate-related goals, support deployment of clean 
energy systems, a robust energy trade, a strategic 
diversification of our energy mix, and an
advancement of the aspirational pursuit of limiting a 
global temperature increase to 1.5°C.
Report on climate-related lobbying and trade 
associations
22

Leaving the 
environment 
as we found it
Caring for the environment 
and minimizing our impact 
on the land are core to our 
values. 
23

Committed to protecting the environment 
throughout the lifecycle of our assets
HSSE Committee Charter
TC Energy Operations 
Management System
Environment Program 
Environmental principles
Our approach | Safeguarding 
biodiversity
Leaving the environment as we found it
Safeguard habitat and biodiversity and minimize land use impacts, including
restoring the environment to a condition equal to or better than we found it
Our commitment: 
100% 
total land restoration1
$10 million invested 
through 2025
in environmentally focused social 
impact investments
1 Restoration activities are multi-year efforts with end-of-activity targets rather than annual targets. 
Further information is provided in the Appendix: Performance data.
24

25
Safeguarding biodiversity
Managing the biodiversity risks associated with our operations across North America is a 
responsibility TC Energy and our +7,000 employees take seriously.
We work every day to help protect the 
environment, including safeguarding habitat and 
biodiversity and restoring the environment to a 
condition equal to or better than we found it.
Our approach | Safeguarding biodiversity
TC Energy joined the Task Force on Nature-
based Financial Disclosures forum in 2023

Managing impacts on water
The protection of our water resources is of the utmost 
importance to both the environment and our business.
Environmental protection measures are implemented to avoid 
or minimize potential adverse effects on the environment at 
water crossings during construction and throughout the life 
cycle of our pipeline operations.
Water crossing fact sheet
Hydrostatic testing fact sheet
When we temporarily use water to test the integrity of our 
pipelines before they go into service, we adhere to strict 
regulatory requirements and ensure water meets applicable 
water quality standards before it is discharged or disposed of.
26

Mutually 
beneficial 
relationships
By engaging early and often with 
stakeholders, we create project 
plans with better outcomes for 
everyone involved.
27

Engaging with communities 
throughout the lifecycle of our assets
TC Energy — Communities
Stakeholder Engagement 
Commitment Statement
Engaging with our stakeholders 
– Fact sheet
Guiding Principles Working with 
Landowners
100% of our operations 
have local community engagement, 
impact assessments and development 
programs
We identify and consider the perspectives of our stakeholders
We are visible, present and approachable in the community
We recognize that diverse thoughts, opinions and experiences 
contribute to better decisions and outcomes
We take ownership and accountability for our decisions and outcomes
We track, measure and report on our performance to learn and  improve
Our principles: 
28
Fostering mutually beneficial relationships
Promote wellbeing for our communities and maintain 
mutually beneficial external relationships
Our commitment:

Advancing 
Indigenous 
reconciliation
Building respectful 
relationships, enhancing 
cultural competency and 
pursuing opportunities that 
help us build stronger, mutually 
beneficial relationships with 
Indigenous Peoples
29

Engaging with Indigenous 
communities
Our work with Indigenous groups is guided by 
our Indigenous relations Policy, Strategy, and 
Guiding Principles
30
Indigenous Relations Policy
Indigenous Relations Strategy
Guiding Principles
Our Reconciliation Action Plan is TC Energy’s public 
commitment to advance reconciliation between 
Indigenous and non-Indigenous peoples
Reconciliation Action Plan Update
Reconciliation Action Plan
Our commitment: 
Fostering enduring, mutually beneficial 
relationships with Indigenous groups
Be the partner of choice for Indigenous groups

Launched Indigenous Advisory Council 
Completed cultural awareness training for staff and Board of 
Directors*
Finalized Indigenous Equity Framework 
Extending our efforts to increase Indigenous participation 
through direct and indirect employment  
Our vision is to be an industry 
leader in advancing reconciliation 
with Indigenous Peoples
$1.9 BILLION
Spent with Indigenous and Native American business in 2022 
through TC Energy and our Prime or General contractors
31
Learn more about our work with 
Indigenous communities on the 
Coastal GasLink project
$3.8 MILLION
Invested in more than 325 Indigenous groups, organizations and 
students across Canada through the TC Energy Scholarship, 
Community Legacy and Education and Training Initiatives in 2022
* All Board of Directors completed training in 2021; 99.82% of Canadian staff completed training in 2022

Furthering 
inclusion 
and diversity
Embedding a culture of 
inclusion across our 
organization and ensuring the 
diversity of employees reflects 
the communities in which we 
live and work.
32

An inclusive and diverse workforce is
important to our success
Strengthen collaboration and performance by promoting 
inclusion and diversity across our organization and supply 
chain
Our commitment: 
30% 
40% 
1 Leadership positions in our corporate locations of Calgary, Houston, Charleston and Mexico City, by 2025. 
2 Leadership positions across our workforce in Canada and the U.S., by 2025 
17%  
Women on 
Board of Directors
Women in 
leadership1
Visible minorities 
in leadership2
Our 2022 performance:
40% 
Increasing diversity in our 
supply chain
38% Women on Board of Directors
17%  
Women in leadership1
Visible minorities in leadership2
35% 
Supplier Diversity and Local 
Participation Business Policy
Learn more about our targets to 
increase spend with diverse Tier 1 
and 2 suppliers
of leaders and employees to be trained on how to recognize and mitigate    
unconscious bias and how to create and sustain an inclusive workforce
100% 
33

Advancing our Inclusion and 
Diversity Action Plan
34
ATTRACT, HIRE AND 
RETAIN DIVERSE TALENT
EDUCATE, TRAIN AND 
DEEPEN UNDERSTANDING
ESTABLISH ACCOUNTABILITY
FOR INCLUSION
FOSTER AND CELEBRATE A 
CULTURE OF BELONGING
SET ENTERPRISE-WIDE 
DIVERSITY GOALS
INVEST IN INCLUSIVE 
COMMUNITIES
DIVERSIFY OUR SUPPLY CHAIN
REINFORCE A NON-DISCRIMINATORY, 
EQUITABLE, ACCESSIBLE AND 
RESPECTFUL WORK ENVIRONMENT
1
2
3
4
5
6
7
8
Learn more
Our Action Plan
34

Governance
Our robust governance 
structure provides a 
framework for oversight, 
accountability, management 
and risk mitigation.
35

Established sustainability governance
Board of Directors
Maintains ultimate oversight over sustainability matters including business strategy alignment, progress against most significant
sustainability objectives and commitments and overall sustainability communications strategy
Nine of our 13 directors have specific expertise in operations/health, safety, sustainability and environment
Audit Committee
Governance Committee
Human Resources Committee
Health, Safety, Sustainability & 
Environment (HSSE) Committee
36
Executive Leadership Team
Responsible for developing and implementing strategy including integration of sustainability matters into decision-making and financial plans; 
advancing key strategic priorities including growth and energy transition 
Chief Sustainability Officer
Provides strategic leadership of sustainability-related issues; responsible for directing coordination, 
communication and management of sustainability-related issues
Chief Risk Officer
Centralizes approach to facilitating the annual enterprise risk assessment and management of the 
enterprise risk register; responsible for ensuring the ERM program governance model 
Management
Integrating sustainability strategy and risk management into daily functional and operational accountabilities; 
developing, overseeing and implementing corporate initiatives, policies, processes, and measuring performance of programs
Board committees involved in sustainability issue oversight in respective areas to ensure robust management process with appropriate expertise, attention 
Committees receive regular updates from management

Living our values
Reinforces TC Energy’s requirements and expectations 
for conducting business and behaviours
Applies to all employees, directors, officers and 
Contingent Workforce Contractors of TC Energy and its 
wholly owned subsidiaries and/or operated entities in 
all countries in which TC Energy conducts business
Requires annual training and certification 
Ethics helpline
Human Rights 
Diversity, employment equity and 
equal opportunity
Harassment and violence-free 
workplace
Political contributions and lobbying
Anti-corruption and preventing 
money laundering and fraud
Cybersecurity
Topics covered in the code of 
business ethics: 
The Code of Business Ethics (COBE) Policy 
Our suppliers are expected to share our commitment to ethics 
and compliance as stated in our Contractor COBE Policy
Our confidential, independently operated, 24/7 
Ethics Help Line is available for concerns 
relating to breaches of the COBE
37

TC Operations Management System (TOMS)
Governs health, safety, environment and operational integrity 
matters at TC Energy
Sets the foundational requirements to manage risk and 
continually improve
Modeled after international standards, including the ISO 
standard for environmental management systems, ISO 14001 
and the Occupational Health and Safety Assessment Series.
Aligns to industry best practices and standards and incorporates 
applicable regulatory requirements
Overarching management system that applies across the 
organization and throughout the asset life cycle
38