2019 
Sustainability 
Report
Making Modern 
Life Possible For All

2  |  2019 Sustainability Report
Our new name and logo 
are a reflection of our 
transformation and support 
our vision of the future.
Making Modern Life Possible for All
Our Logo 
Symbolizes the human 
connection made possible 
by the energy we produce
Our Name 
Represents our 
commitment to 
continuous innovation
We are a company with a purpose—to 
make modern life possible for all. As one 
of the largest producers of oil, condensate 
and natural gas in North America, our team 
stands united by a commitment to drive 
progress and improve lives with respect and 
responsibility, not just in the communities 
where we operate, but for everyone.  
We bring together the brightest minds and 
best technologies to fuel innovation and 
maximize operational and environmental 
performance. Our sustainable business model 
generates stakeholder value through the 
quality of our assets, capital discipline and a 
relentless focus on increasing efficiencies.
From the clothes we wear to the technologies 
we use, our lives today would not be possible 
without the oil and natural gas we work  
Values-Driven Culture
Culture is the force behind our 
decisions, actions and ultimately 
the overall performance of Ovintiv.  
Our core and foundational values 
guide and define us: One, Agile, 
Driven, Safety, Trust, Integrity and 
Respect.
Vision
Our vision is to be the leading 
North American resource 
play company, known for our 
operational excellence, top-tier 
assets, market fundamentals and 
disciplined capital allocation.
Sustainability
We create long-term value 
by integrating financial, 
environmental, social and 
ethical considerations into the 
successful execution of our 
business strategy.
so hard to produce. Our products fuel 
the world economy and provide energy 
for all, which in turn supports better 
education, healthcare and equality 
opportunities. We will continue to pioneer 
innovative ways to provide safe, reliable 
and affordable energy.
Our Foundation

3  |  2019 Sustainability Report
Ovintiv is an oil and gas company 
and our products and the energy they 
produce make modern life possible. We 
are committed to pursuing this mission 
in a responsible manner and to that end, 
it is our privilege to introduce our 2019 
Sustainability Report. 
At the time of this letter, the world is navigating the impacts of the COVID-19 pandemic. We 
responded quickly and decisively to protect our employees and demonstrated the sustainability 
of our business. We ensured that we continued to meet society’s need for our products 
and protected the financial health of our business. Our strategy is intact, and our business 
has proven resilient. Throughout all of this we pioneered innovative ways to drive efficiency 
gains and performance in every corner of our business, including environmental, social and 
governance (ESG). These gains are driven by our culture of 
innovation and teamwork and are captured in our values 
of one, agile and driven. 
Our industry plays a critical role in providing the energy 
and products that underpin economic prosperity 
and improving the quality of life for billions of people. 
Safe, reliable and affordable energy is critical to the 
sustainability of families and communities across the 
globe. It is easy to forget how reliant modern society is 
on oil and gas, from the clothes we wear, the food we 
eat, the mobility we cherish and the technologies we 
use. Education, healthcare and equality are constrained 
without access to affordable energy. We believe energy is 
fundamental to human quality of life and advancement, 
which is why we pursue our work  
with passion every day. 
This pursuit starts with our Board of Directors. Our Board 
plays an active role in guiding our ESG strategy and 
approving our ESG policies. The Board regularly monitors 
the company’s ESG progress and performance through our 
committee structure. 
We understand that investors and society expect even more—more transparency, more 
consistency and continuous performance improvement—from our sector and our company. 
We are rising to this challenge. Since we began publishing our sustainability report in 2005, we 
have disclosed our ESG performance and evolved the report to meet growing stakeholder 
expectations. Our 2019 report continues that practice. 
Message 
from Our 
Chairman 
and CEO
Peter Dea                                                   
Chairman of the Board
Doug Suttles
President &  
Chief Executive Officer

4  |  2019 Sustainability Report
This report highlights the significant ESG achievements we 
made in 2019: 
•	 For the sixth consecutive year, 2019 was our safest year ever. 
This achievement demonstrates our commitment to the safety 
of all workers in our business, employees and contractors. 
•	 We expanded our reporting alignment with the Task Force 
on Climate-related Financial Disclosures (TCFD) and the 
Sustainability Accounting Standards Board (SASB) guidance. 
•	 We successfully integrated the Newfield Exploration Company 
assets into our portfolio and reduced our overall greenhouse 
gas intensity. 
•	 We committed to establishing climate-related performance 
targets that will be tied to our 2021 compensation program. 
•	 We continued to advance the diversity of our workforce;  
today fully half of our executive team are women. 
•	 We refreshed Board governance with restructured committees.
We remain committed to protecting the health of our workforce, their families and our 
communities during COVID-19. At the onset of the pandemic, we established a cross-functional 
Pandemic Response Team. We developed and implemented risk-based protocols and 
procedures that have enabled our team to safely continue their work in the field and for our 
low-risk staff to return to our offices. 
Innovation, teamwork, responsible development and sound corporate governance lie at the 
heart of how Ovintiv does business. We are proud of what we do. Our lives today would not be 
possible without the oil and natural gas we work so hard to efficiently and responsibly produce. 
We will continue to pioneer innovative ways to drive efficiency in everything we do—making 
energy safer, reliable, affordable and more sustainable for all. 
We appreciate your interest and trust you will find this report helpful in understanding our 
approach and commitment to sustainability and ESG, and we welcome your feedback. 
 
 
Doug Suttles
President & Chief Executive Officer 
Peter Dea                                                                
Chairman of the Board
November 2020

5  |  2019 Sustainability Report
Company Overview
Ovintiv is one of the  
largest producers of  
crude oil and condensate 
in North America. 
We are committed to maximizing 
profitability through disciplined capital 
investments and operational efficiencies, 
returning capital to our shareholders and 
setting the standard for ESG excellence.  
Our talented team and culture of innovation 
fuel our performance and guide our 
dedication to sustainability.
•	 Created a multi-basin portfolio of scale with 
large, contiguous acreage positions in North 
America’s top liquids-rich basins.
•	 Demonstrated leadership in every basin 
we operate in through a relentless drive for 
efficiency and continual innovation in every 
part of our business.
•	 Shifted our liquids production mix from 10% 
(2013) to approximately 53% at YE2019.
•	 Focused on high-margin production, growing 
our crude and condensate production 
seven-fold to 217,000 barrels per day.
Leading the Shift to a New E&P Model
For the year ended December 31, 2019
* See page 67 for Details
•	 Sold more than $13 billion in non-strategic 
assets, using the proceeds to transform 
our asset base, reduce long-term 
commitments and strengthen our capital 
structure.
•	 Demonstrated and fortified a work 
environment that ensures the safety of 
our staff, suppliers and the surrounding 
community.
•	 Enhanced our ESG transparency to 
meet evolving stakeholder and investor 
expectations.
$6.73 B
In Revenue
$1.35B
of Capital to 
Shareholders
Returned
More Than
2.8 M
Net Acres
564.9
Total
Production
(MBOE/D)
2.2
BBOE Proved
Reserves
(60% Liquids)
*
During the past six years, and particularly in 2019, we initiated bold changes that positively affected 
our operational and sustainability performance. These changes have led the shift to a new model 
for exploration and production (E&P) companies—the generation of free cash, capital discipline 
and return of cash to shareholders—all underpinned by continued responsible development.     
$305 M
Non-GAAP
Free Cash Flow
*

6  |  2019 Sustainability Report
Our Approach to ESG
At Ovintiv, we understand the importance of ESG to our 
employees, stakeholders, shareholders and communities. 
ESG leadership starts at the top.
Our Board and executive leadership team 
direct our ESG strategies, monitoring 
progress and performance through the 
Board’s committee structure. High standards 
for ESG excellence are established through 
our policies and programs, and employees 
understand the company’s expectations 
and are empowered to take ownership of 
their own performance.
We base a portion of our annual bonus  
on our environment, health and safety 
(EH&S) scorecard. We directly tie 
compensation to continuous improvement 
around metrics such as safety and 
recordable spills and, to be implemented 
in 2021, climate related performance 
targets. This compensation program further 
incentivizes our team members to make 
responsible decisions.   
ESG
Excellence
Proven
Responsibility 
Record 
     
Strong
Governance 
     
Company 
Values 
     
Employee 
Ownership 
     
EH&S
Scorecard 
     
Industry-
Leading Safety 
Performance
     
Community 
Engagement   
Our operational strategy is built on the knowledge that strong ESG 
performance directly contributes to economic performance and 
long-term value creation for our shareholders.
           We recognize the expectation and need to integrate ESG throughout our business. 
We will continue to engage with our stakeholders about how we can create more 
transparency and consistency and push further gains. We believe this commitment  
to all elements of ESG is not only the right thing to do, it’s also good business.
Doug Suttles
President & Chief Executive Officer

7  |  2019 Sustainability Report
The United Nations (UN) 
Sustainable Development 
Goals (SDGs) provide useful 
guidance to direct our 
sustainability approach.
IPIECA, the global oil and gas association 
for advancing environmental and social 
performance, partnered with the UN 
Development Programme and International 
Finance Corporation to develop a shared 
understanding of how our industry impacts 
the SDGs. 
We continue to monitor and review our 
ESG approach to determine how we’re 
contributing to the goals most relevant 
to our business. We recognize the importance 
of all 17 SDG’s and have identified the following 
five as being the most relevant to our 
business.
Responsible Consumption 
and Production
Responsible production mitigates 
impacts and creates operational 
efficiencies. We rely on product 
stewardship principles, managing 
chemicals and waste and 
implementing cube development to 
decrease our environmental footprint.
Climate Action
We believe it is possible to address 
climate change risks, meet global 
energy demand and support 
economic development. Through 
operational changes and thoughtful 
climate policy, we can achieve our 
environmental objectives while 
continuing to supply the world’s 
energy.
Recognizing the  
UN Sustainable Development Goals
Affordable and 
Clean Energy
We produce affordable oil and 
natural gas, helping to address 
the critical issue of sustainable, 
modern energy access for all.
Life On Land
Managing biodiversity and ecosystems 
should occur across the lifecycle of oil 
and natural gas operations. We design 
our projects and facilities to mitigate 
potential impacts.
Decent Work and 
Economic Growth
Employment helps create economic 
growth. We contribute to local 
communities through job creation 
and business development.

8  |  2019 Sustainability Report
A History of Responsibility 
and Transparent Disclosure
Since 2005, Ovintiv has 
published a sustainability report 
that provides transparency 
into our ESG performance  
and related issues that could 
impact our business. 
To determine which topics to highlight in our 
reporting, we conduct an annual ESG materiality 
assessment, track input and guidance from key 
financial stakeholders and reference a number of 
third-party reporting standards and frameworks. 
Reporting and Standards Alignment
We reference the IPIECA Sustainability Reporting Guidance for the Oil and 
Gas Sector and the SASB Oil and Gas Standard to inform our reporting 
disclosures. Our membership with IPIECA and the SASB Alliance 
provides us with an opportunity to engage with key stakeholders 
while aligning with reporting standards. A mapped index of 
these indicators is included in the Disclosures Index. 
We also continue to advance our climate-related 
disclosures in our third year of reporting through the 
Task Force on Climate-Related Financial Disclosures 
(TCFD)’s framework. For this year’s report, we included 
more comprehensive climate scenario analysis, which 
is available in our Environment section. 
Reviewing these standards and engaging with investors 
and ESG research and ratings agencies, helps enhance 
our disclosures and report them in a way that is 
relevant and useful to stakeholders.  
Performance 
Metrics Update
It has been our practice to provide a 
minimum of three-year performance 
data for comparison. This year’s report 
establishes 2018 as our baseline, as this 
is the first year that combines results 
for both Ovintiv and Newfield, which 
we acquired in 2019. We believe 
this baseline offers the most 
accurate comparison.

9  |  2019 Sustainability Report
11 	
Governance 
Leading with integrity 
24	
Safety
Protecting our people 
28	
Environment 
Reducing our environmental impact 
34	
TCFD Report 
Enhancing our climate-related disclosures 
51	
Communities
Engaging and investing in our communities
58	
Careers 
Empowering careers with a culture of respect 
62	
Performance Metrics
64	
Disclosures Index
Table of 
Contents
            Our annual sustainability report is for the benefit of our stakeholders. By conducting our 
ESG materiality assessment, we can identify topics that key stakeholders care most about and 
increase our relevancy and transparency. This integrity in reporting upholds our company 
values and helps to identify and manage potential ESG issues.
Dave Lye
Vice President, Sustainability & Government Relations

10  |  2019 Sustainability Report
A Focus on ESG Materiality
To ensure the relevance of our work, we actively engage 
with key internal and external stakeholders through an 
annual ESG materiality assessment. During this assessment, 
we evaluate ESG issues against two criteria: impact to our 
business and importance to stakeholders. 
Environment
Air Emissions & Climate Change
Spill Prevention & Response
Legacy Assets & Liabilities
Biodiversity
Induced Seismicity
Waste & Hazardous Materials 
Management
Water & Wastewater Management
Business Ethics
Critical Incident 
Risk Management
Leadership & Governance
Community Engagement
Rights of Humans, 
Indigenous Peoples & Tribes
Social Capital
Employee Engagement,
Diversity & Inclusion
Occupational Health & Safety
Climate Transition Risk
Human Capital
Business Model & Innovation
 
R
i
g
h
t
s 
o
f 
H
u
m
a
n
s,
In
d
i
g
e
n
o
u
s 
P
e
o
pl
e
s
 &
 T
ri
b
e
s
C
ri
ti
c
a
l 
I
n
c
i
d
e
n
t
Ri
s
k 
M
a
n
a
g
e
m
e
n
t
C
li
m
a
t
e
 
Tr
a
n
si
ti
o
n 
Ri
s
k
S
e
is
m
i
c
it
y
In
d
u
c
e
d
C
li
m
a
t
e 
C
h
a
n
g
e
Ai
r 
E
m
is
si
o
n
s 
& 
Our Top ESG
Priorities
To develop a list of ESG issues, we utilize SASB and 
IPIECA standards specific to the oil and natural 
gas industry. Next, we meet with stakeholder 
groups through a formal, strategic process that 
incorporates both qualitative research and 
quantitative analysis to effectively evaluate the 
most relevant ESG issues. For our 2019 report, we 
met with more than 100 stakeholders representing 
Ovintiv teams, community groups, regulators, trade 
associations, banks and investors. 
We share the results of this assessment with our 
executive leadership team and the Corporate 
Responsibility and Governance (CRG) committee 
of our Board. We also integrate our findings with 
Ovintiv’s enterprise risk management program.

11  |  2019 Sustainability Report
Governance
Corporate governance is critical to conducting our business 
with the highest ethical standards. We prioritize stakeholder 
interests and take accountability in maintaining transparency, 
integrity and compliance in every aspect of our operations. 
Governance  
Structure
Ovintiv leadership executes our rigorous 
corporate governance structure, upholding 
our values of trust, integrity and respect. 
Our Board oversees the management of 
our business, helping to ensure appropriate 
governance and internal controls are in place 
for ethical corporate conduct. 
Our executive leadership reports to our Board. 
This team shapes Ovintiv’s strategy, culture 
and values. Through effective leadership, 
our CEO and executive vice presidents set 
clear expectations for operational conduct, 
determine annual corporate goals, drive 
innovation and guide our company culture. 
They also have oversight of the teams that 
implement our corporate responsibility 
policies and programs. 
Board Experience
11
Board
Members
10
Independent
Directors
65
Average Age
 
7
Years in
Average 
Tenure
7
Board 
Meetings
in 2019
In 2020, Peter Dea was named as chairman  
of the Board after serving as a director  
since 2010. Dea brings nearly 40 years of  
E&P industry experience, as well as extensive 
involvement in state and national energy 
policies, to his role. Today we have 11 directors 
and 10 are classified as independent. 
Introducing a New 
Board Chair
           Ovintiv has successfully transitioned 
from a diverse natural gas-focused 
company to a large, independent crude 
oil and condensate producer. We are 
fortunate that Ovintiv has an engaged 
and proven Board with a collection of 
diverse experiences.      
Peter Dea
Chairman of the Board

12  |  2019 Sustainability Report
Skills & Expertise
Accounting and Finance
Environment, Health 
and Safety
Financial Expert
Governance
Human Resources 
and Compensation
Mergers, Acquisitions 
and Divestitures 
Operations
Public Policy and 
Government Relations 
Reserves
Risk Management
Includes climate-related risks
Dea
Mayson
Fowler
McKenzie
McIntire
Nimocks
Nance
Shaw
Ricks
Waterman
Suttles
Our directors apply their significant business 
experience and judgment to make decisions 
in the best interest of Ovintiv stakeholders. 
We maintain a balanced, diverse Board 
committed to Ovintiv’s sustainable future. 
When identifying Board candidates, we 
consider skills, experience and diversity of 
thought so that many perspectives are 
represented in decision making.  
Ovintiv’s Board does not have term limits  
or a mandatory retirement age, but our  
CRG committee reviews all directors  
annually before deciding on candidate  
reelection. We believe our strong corporate 
governance practices, including annual 
Board evaluations, create an engaged  
and dynamic Board.
Our bylaws mandate the separation of the roles of CEO and Board chairperson. The Board 
appoints its chair, who must be independent, based on the recommendation of the CRG 
committee. The Board chair is responsible for the effective functioning of the Board as a whole 
and serves as the primary liaison between the independent directors and the CEO. In addition, 
the chair serves as a non-voting member of all Board committees. 
Board Composition and Oversight

13  |  2019 Sustainability Report
Ovintiv’s Board committees play a key role in 
risk oversight, including the regular monitoring 
of risk management programs, control 
processes and cybersecurity protocols. Each 
committee manages the issues under its 
purview, reporting regularly to the Board-at-
large. Committee responsibilities include:
•	 Reviewing policies and practices relevant to 
assigned risk management areas. 
•	 Working closely with management to ensure 
key controls and processes are in place.
•	 Engaging directly with external stakeholders 
on topics relevant to ESG-related issues.
•	 Making recommendations to the Board 
about matters specific to the committee.
Board Committees
Essential to the success of the overall governance of Ovintiv 
are strong mandates that outline the specific responsibilities 
of the Board, the Board chair and each of the Board’s five 
standing committees.
            During its annual Board evaluation last year, the 
Board specifically focused on oversight of ESG issues. 
As a result of that effort, all Board committee mandates 
were renewed to ensure clarity of purpose on ESG 
issues.  The Board made a number of new committee 
assignments and appointed three new committee chairs. 
The new structure leverages the diverse experience of 
Ovintiv’s directors and provides deep engagement and 
meaningful oversight of Ovintiv’s ESG performance. 
Joanne Alexander
Executive Vice President,  
General Counsel & Corporate Secretary
Audit
Reserves
Corporate 
Responsibility and 
Governance (CRG)
Environment, 
Health and Safety 
(EH&S)
Human Resources 
and Compensation 
(HRC)
The Board is committed to ensuring a strong 
foundation for meaningful engagement on 
ESG-related risks. The Board works through its 
committees to bring additional attention and 
strategic oversight to key issues. In early 2020, the 
Board realigned its committee composition to more 
clearly reflect its focus on each element of ESG.
•	 The CRG committee is actively helping the 
Board refine and enhance its ESG governance 
framework. One of its key objectives is to ensure 
an integrated approach among the committees 
to support the full Board on ESG matters. It 
is responsible for ensuring the company’s 
continuing commitment to good business 
conduct, including ESG issues and ethics.  
•	 The EH&S committee targets its oversight on 
occupational health, safety, environment and 
security of personnel and physical assets. It has 
overall responsibility to review and report to the 
Board on climate-related issues and information, 
such as greenhouse gas (GHG) emissions.
•	 The HRC committee’s mandate now expressly 
includes strategic oversight of social issues 
including diversity and inclusion. It also oversees 
the company’s compensation program, 
monitoring for alignment with our strategic 
and business objectives, shareholder interests 
and compensation governance developments. 
In 2021, this committee will be responsible for 
incorporating emissions-related targets tied to 
employee compensation.

14  |  2019 Sustainability Report
In connection with the establishment of our U.S. corporate 
domicile, we had the opportunity to structure governance 
practices that we believe will continue transparency and 
accountability with our stakeholders.
Governance Best Practices
•
•
•
•
•
•
•
•
•
•
•
•
•
Declassified Board with all directors elected annually.
Independent Board chair.
Committee chairs and committee members are all 
independent.
Majority voting for directors in uncontested elections.
Executive sessions held by independent directors  
at regular Board and committee meetings.
Annual evaluation of Board, committee and  
director performance.
Individual director election (no slate voting).
No dual-class shares.
Executive incentive compensation clawback policy.
Business Code of Conduct and comprehensive  
ethics and compliance program.
Stock ownership guidelines for executives and directors.
No interlocking directorships with other reporting issuers.
Prohibition on hedging or pledging.

15  |  2019 Sustainability Report
Executive Compensation
Our executive compensation program aligns pay with 
performance.  Our compensation philosophy provides 
for a competitive base salary to attract strong talent, an 
annual bonus to align and motivate all employees around 
near-term company targets plus a long-term incentive 
plan that focuses executive management on strategic 
multi-year delivery and long-term value creation through 
share-based rewards.  
Our annual bonus metrics are rigorously 
vetted and reflect the building blocks which 
support long-term value creation.  We 
incorporate EH&S metrics into our corporate 
score card as we believe strong safety and 
environmental performance is critical to 
maintaining a well-managed company.  
We strive to make our EH&S performance 
better each year. The long term incentive 
awards tie to both total shareholder return 
and specific strategic milestones over a 
longer horizon.  Executive compensation is 
substantially “at risk” plus the Board retains 
discretion to ensure our pay programs 
produce outputs that align closely with 
changes in shareholder value.  For example, 
in 2019, the Board exercised discretion to 
reduce executives’ annual bonus  
score by 27%.  
The HRC committee believes that direct 
feedback from shareholders is an important 
part of the compensation setting process. 
During 2019, we solicited feedback from 
shareholders holding approximately  
two-thirds of our total common outstanding 
stock. Taking into account the insights from 
these conversations as well as input from 
independent compensation advisors, the 
Board’s HRC committee works diligently 
to maintain a competitive executive 
compensation program that attracts 
and retains top talent and encourages 
sustainable performance.
 
Our compensation continues to evolve 
and the Board remains attuned to 
shareholder feedback, changing shareholder 
expectations, and evolving market standards. 
Reflecting that feedback, today we place 
a cap on our long-term TSR award if our 
absolute performance is negative, we no 
longer grant stock options to executives, and 
we have reduced target long-term incentive 
award values by 15%.

16  |  2019 Sustainability Report
We Always...
Think
Is the behavior unethical 
or illegal? Is the approach 
consistent with our values 
and culture? Would you  
be uncomfortable talking 
about how the situation  
was handled? What are  
the consequences?
Act
Speak up! Ask questions 
and help make the right 
decision. Talk it through 
with leadership, human 
resources, the compliance 
team or contact our 
Integrity Hotline.
Pause
Does a situation make you 
uneasy? Are your instincts 
telling you something isn’t 
quite right? Pause and 
consider how to approach 
the situation before 
making a decision.
Defining How We Do Business
We conduct our business with 
integrity and in compliance 
with local laws and regulations 
in the areas where we operate.
Our codes apply to Board members, 
employees, contractors and suppliers, and 
each of us has a responsibility to know and 
abide by the defined expectations outlined in 
these documents. We also expect our leaders 
to lead by example. A violation of our codes—
or related policies and practices—will result 
in disciplinary action, including termination of 
employment or contract if appropriate.
As we continue to grow in a complex and 
ever-changing environment, we all will 
encounter difficult situations where the path 
forward may not be as clear. Our codes and 
related policies help us navigate in the right 
direction as we make ethical decisions on 
behalf of our company.
We developed both a Business Code of 
Conduct and Supplier Code of Conduct to 
define clear expectations for our employees 
and business partners. The codes outline how 
we do business and engage with each other 
and the community. They also affirm our 
commitment to ethical business practices, 
sustainable operations and regulatory 
compliance.

17  |  2019 Sustainability Report
Annually, employees formally commit to follow our code, 
acknowledging their understanding of and compliance 
with its key policies. We provide regular in-person code and 
compliance trainings at all levels of our organization. 
Every employee or individual working with 
us has a duty to report suspected or actual 
wrongdoing that is illegal or in violation of our 
code. We have several resources available for 
guidance or to report a concern—leadership, 
human resources, our ethics and compliance 
team or our Integrity Hotline. We do not 
tolerate any form of retaliation including 
threats, discrimination or discipline against 
anyone who reports a concern in good faith or 
participates in an investigation. 
Our Integrity Hotline is managed by an 
independent third party and allows for 
anonymous reporting of potential violations. 
Our ethics and compliance team follows up 
to conduct investigations for appropriate resolution. Management regularly reports 
hotline activities and compliance investigations to the Board’s CRG committee. Specific 
concerns are also reported to relevant committees and the full Board is made aware of 
material items or investigations.  
Cyber threats are ever evolving, 
becoming more sophisticated 
in their tactics and techniques. We 
recognize the importance of continually 
improving our protections and effectively 
managing the risks associated with using 
digital technology across our business. 
By implementing cybersecurity standard 
requirements across our organization, we 
protect Ovintiv’s digital assets from security 
breaches that could negatively impact our 
business, reputation, team safety, compliance 
record or the environment. 
Our cybersecurity, audit and compliance 
and corporate risk management teams 
work together as a multi-disciplinary group. 
This group is tasked with developing and 
implementing processes and technologies 
that assess risk, and recommending new 
technologies or changes to our existing 
assets. We measure our IT infrastructure and 
information security management system 
against the National Institute for Standards 
and Technology (NIST) cybersecurity 
framework. Based on a scorecard organized 
by categories—identify, protect, detect, 
respond and recover—we determine any 
areas that require additional resources to 
mitigate cybersecurity risk.   
We also conduct an annual digital penetration 
test (“pen test”) with a third-party specialist and 
other auditors. This test simulates an “attack” on 
our computer system and processes to identify 
security weaknesses. We report the results of 
this test to our Board Audit committee and 
initiate any necessary changes. 
Cybersecurity
100%
of Ovintiv employees 
signed our Business 
Code of Conduct 
in 2019.

18  |  2019 Sustainability Report
Political Advocacy 
and Involvement
Constructive public policy engagement is important 
to responsible corporate citizenship. We support 
trade associations, public policy organizations 
and academic research initiatives to inform public 
dialogue on issues impacting Ovintiv and the oil and 
natural gas industry.
These organizations have multiple functions including direct advocacy, standards 
development, industry best practices creation and supporting the communities where 
we operate. They typically represent a diverse membership, both within the oil and natural 
gas sector and the broader business community. Their policy views, and the views and 
strategies of their participating organizations, are not monolithic and Ovintiv does not 
always agree with or support their policy positions. 
All organizations received more than US$25,000
Trade and Public Policy Organizations Supported in 2019 
Canada
Canada West  
Foundation
Business Council  
of Alberta
Canadian Association of 
Petroleum Producers
Business Council of  
British Columbia
Canadian Chamber  
of Commerce
Business Council  
of Canada
Resource Works  
Society 
United States
IPIECA
Denver Metro Chamber of 
Commerce
Oklahoma Energy  
Resources Board
The Petroleum Alliance  
of Oklahoma
American Exploration &  
Production Council
National Association  
of Manufacturers
Domestic Energy  
Producers of America
Permian Basin  
Petroleum Association
U.S. Chamber of  
Commerce
American Petroleum  
Institute
National Petroleum Council
Energize for Safety  
Coalition
Permian Strategic  
Partnership
Utah Petroleum  
Association
Bipartisan Policy Center
North Dakota  
Petroleum Council
Independent Petroleum 
Association of America
Texas Oil & Gas  
Association
Western Energy Alliance

19  |  2019 Sustainability Report
Canada
Canada (federal)
Alberta
British Columbia
United States
U.S. House of Representatives 
(federal)
Oklahoma
 U.S. Senate 
(federal) 
Texas 
U.S. Federal Election  
Commission
Utah
Wyoming
For more information on Ovintiv lobbying activities and Ovintiv USA Inc. political  
action committee (PAC) contributions, please search the agency websites below:
Ovintiv also engages with 
elected officials, regulatory 
agencies, legislative staff 
and the public to provide 
perspective on key issues 
and to advocate for 
reasonable public policy and 
regulatory frameworks. 
We commit to the highest ethical standards in 
our advocacy efforts. We follow applicable laws 
and regulations as defined by jurisdiction and 
we comply with our Business Code of Conduct 
and Political Activities Policy. Ovintiv discloses our political contributions and lobbying activities in 
accordance with local reporting and disclosure regulations.

20  |  2019 Sustainability Report
Workplace Safety & COVID-19
As the threat of COVID-19 became more apparent, the  
Ovintiv safety and risk teams worked together to best 
protect our workforce and communities where we operate. 
Our challenges were many, most notably a diverse  
workforce across North America and the need to  
continue our operations because of the essential  
resource we produce. 
Building off our successful field 
protocol, we designed return 
to office (RTO) procedures 
for our office-based staff. In 
addition to our procedures, 
we asked returning staff to 
sign an Ovintiv commitment 
to wellness, declaring that 
team members will not come 
to work sick and will uphold 
RTO protocol. 
Moving in a staged approach 
during the months of May and 
June, 95% of our employees 
have now returned to our 
offices.  Vulnerable employees 
are encouraged to work from 
home to protect their health.  
We remain committed to 
monitoring the pandemic 
and its impact on our 
team’s safety, updating our 
procedures and adopting 
new technology to protect  
our employees. 
We recognize the virus’ 
ongoing risk to our 
employees’ personal safety, 
and the evolving complexity 
of this pandemic. Early on, 
we established the Ovintiv 
Pandemic Response Team 
to convene subject matter 
experts daily, and as needed 
as the virus continues. 
This team manages our 
pandemic risk assessment, 
evaluating the risk posed 
by the virus to each of our 
employee groups and 
office locations. They also 
help to identify and execute 
mitigating controls to lower 
risks to appropriate levels to 
allow our work to continue.  
Controls were put into place 
quickly, and while most office 
staff worked from home, our 
operations in the field did not 
stop. We developed COVID-19 
field protocol—implementing 
physical distancing among 
team members, enhanced 
hygiene and cleaning 
requirements, site pre-access 
screenings, face coverings 
and case management for 
workers who contracted 
the virus. We made it a 
priority to provide the energy 
needed to keep the world’s 
essential workers and services 
functioning, while striving to 
ensure our employees’ health 
and safety. 
More than 
250,000 employee 
and service provider 
screenings were 
performed in the first six 
months of the pandemic.
Employees answer online screening 
questions before entering a field 
location or a corporate office. Should 
their screenings show signs  
or symptoms of COVID-19,  
employees are required  
to stay home. 
Return to Office Procedures
           COVID-19 challenged us in many 
ways and continues to be an issue that 
we monitor closely.  I am extremely 
proud of our ongoing response to the 
virus.  We leaned on our culture of agility 
and innovation to successfully manage 
this risk—keeping our workforce safe 
producing the energy to power hospitals 
and move needed supplies to front-line 
health care workers.
Kim Williams
Vice President, EH&S

21  |  2019 Sustainability Report
Measuring EH&S Performance
Strong safety and environment performance reflects the 
importance of protecting our employees, contractors, 
suppliers and the communities where we operate. We work 
together to ensure that every year is our safest year ever 
and that we always look for 
new and innovative ways to 
do things better. 
By setting EH&S goals that we all can aspire 
to achieve—as individuals and within teams—
we work toward continuous improvement. 
These goals are included in our annual 
compensation plan, which offers a cash 
award for strong company performance. As 
we continue to improve upon the prior year’s 
performance, we set progressively  
more challenging targets each year. 
           Our culture empowers employees to make responsible decisions and our compensation 
program rewards them. We continue to set more ambitious goals, knowing that our motivated 
and hard working team will achieve this higher level of EH&S excellence.
Rachel Moore
Executive Vice President, Corporate Services
 
 
2018
2019
0.21 (result)
<0.29 (target) 
0.29
 
 
2018
2019
0.16 (result)
<0.25 (target) 
0.16
0.02 (result)
<0.10 (target) 
0.03
2018
2019
 
 
2018
2019
0.31 (result)
<0.36 (target) 
0.42
EH&S Scorecard and 2019 Performance 
Total Recordable Injury 
Frequency
Process Safety Event 
Frequency
Motor Vehicle Incident 
Frequency
Total Reportable Spill 
Frequency
Includes employees and contractors. Please see the performance table on page 62-63 for more information.

22  |  2019 Sustainability Report
EH&S Strategy and 
Performance Management
We believe all injuries and incidents can be prevented, 
which is why we focus every day on making our 
workplace free of recognized hazards. 
Managing EH&S performance starts with our 
commitment to a safety culture, environmental 
stewardship, protected and secure work 
sites and reliable regulatory performance. 
Also critical to our success is employee 
development and integration with our area 
operating teams. 
We support our commitments with programs 
and policies that set expectations and clearly 
identify governance. From our Board to 
employees on the frontlines of our operations, 
everyone plays an important role in our EH&S 
performance. 
Improvement stems from measuring the 
effectiveness of our systems and standards. 
We utilize Ethos—an operations management 
system—to measure, track and understand our 
performance. 
How Ethos Works
Ethos is a documented set 
of standards that outline 
how we work. Within each 
of Ethos’ 12 standards 
are practices that define 
roles and responsibilities, 
performance measurements 
and necessary training for 
employees and service 
providers. Certain practices 
may require operating 
procedures which are often 
area or site specific. 
Through Ethos, we use a plan-
do-check-act methodology 
that guides employees to 
consistent results. Both the 
standards and methodology 
are used at every level of our 
organization to consistently 
manage operational, health, 
safety and environmental 
risks. Ethos also acts as 
an accountability tool—
measuring and tracking our 
EH&S performance, including 
the metrics used for our 
compensation program.  
By integrating Ethos 
standards and 
practices into our 
daily activities, we 
promote an injury-free 
workplace, minimize 
our environmental 
impact and treat our 
communities with 
respect.

23  |  2019 Sustainability Report
Setting clear expectations for EH&S 
performance and educating our employees 
on potential hazards are key goals for our 
EH&S training program. Each year our EH&S 
and operations teams work in partnership to 
develop individualized training plans so that 
employees receive EH&S trainings specific to 
their roles. Through this approach, we offer 
more than 120 courses to our workforce, 
guiding our team on the best methods for 
managing EH&S risks and the procedures 
they must follow to complete work safely. 
We also are proud 
of our Safety 
Essentials 
for Leaders 
program that 
emphasizes the 
importance of 
strong leadership 
around the protection 
and safety of our employees. More than  
900 employees have completed this 
program since 2010.
Employee Training
Learning from 
EH&S Incidents 
Ethos Management System Structure 
Expectations and Practices 
Companywide policies and metrics
Ethos management system and audit
Standards, practices and team training program
Operational implementation of EH&S practices 
Day-to-day field procedures
Individual knowledge of and active engagement 
with EH&S programs and procedures
Governed by
Board and executive leadership team
Board EH&S committee and executive leadership team
Operational EH&S team
Operational / EH&S directors and managers
Operating area leadership
Corporate and field employees
If an incident occurs, we report and efficiently 
and effectively correct the situation. We use 
an incident management system to capture 
data including injuries and illness, motor 
vehicle incidents, spills and near hits—helping 
us to gain knowledge from these events. 
This data is analyzed by our operations 
teams to identify root cause analysis and 
communicate risks and best practices. We 
also utilize this system to manage EH&S 
audits and inspections. 
More than
900
employees have 
completed our 
Safety Essentials 
for Leaders  
program

24  |  2019 Sustainability Report
Safety
Safety is more than a priority—it’s a foundational value at Ovintiv.
We work to improve our safety performance every day—believing that occupational injuries  
and illnesses are preventable. Ensuring the safety of our staff, suppliers, the public and surrounding 
communities is one of our company values and a basic tenet of managing our operations. If something 
can’t be done safely, then it shouldn’t be done on an Ovintiv site. 
We are responsible for creating sites where 
our employees can perform their work 
without health hazards. Our occupational 
health and industrial hygiene initiative is 
a specialized component of our overall 
operational management system, focused 
on eliminating potential health hazards 
found in the workplace. This initiative predicts 
Personal 
Gas Monitors  
Increase  
Employee  
Safety
Cloud-connected personal gas monitors enhance 
the safety of our employees. We have deployed 
more than 600 of these monitors to employees 
across our operations, providing advanced gas 
monitoring for faster emergency response,  
real-time exposure analysis and data collection for 
machine learning. Also, if an incident or emergency 
occurs, an employee’s gas monitor can provide 
a real-time gas reading and a GPS location for 
emergency response, or employees can pull the 
SOS latch on the monitor to communicate with our 
operations control center. 
Industry-Leading Safety Culture
and monitors potential workplace chemical 
exposure, evaluates exposure risk and 
suggests control of environmental factors that 
may cause sickness. Through this program, our 
employees may adopt different procedures or 
increase their personal protective equipment 
for their safety when needed. 
Incidents associated with the failure of process 
equipment or mechanical integrity can result 
in critical impacts to worker safety and the 
environment. To mitigate these risks, we have 
implemented a set of comprehensive process 
safety practices.
Our process safety standard focuses on the 
appropriate design, construction, operation 
and maintenance of facilities and equipment 
to prevent the release of hazardous 
materials. In addition to maintaining proper 
containment, we integrate process safety 
tools and techniques into our management 
system, continue to enhance our process 
safety practices and expectations and train 
our teams on preventing hazard exposure 
throughout our operational lifecycle. 
Each year we set a company goal, tied to 
compensation, to minimize our process safety 
event frequency. We reduce our number of 
process safety events—unexpected releases 
of hazardous materials or energy—through 
site assessments, employee training, integrity 
management programs and data tracking 
and analysis. In 2019, we improved upon our 
2018 performance and beat our process safety 
reduction target.
INNOVATION

25  |  2019 Sustainability Report
Empowering 
Employees
The underlying foundation of our life saving 
rules is “stop work,” which gives every 
employee the authority to stop operations 
if a life saving rule is compromised, if there 
is a perceived safety threat or if equipment 
could be damaged. There is no retaliation for 
exercising “stop work” authority. In fact, if an 
employee observes an unsafe situation, he or 
she has full responsibility to stop operations 
and prevent the incident. 
Confined Space	
Obtain authorization before entering a confined space.
Working at Heights	
Protect yourself against a fall when working at heights.
Work Authorization	
Work with a valid permit when required.
Energy Isolation	
Verify isolation and zero energy before work begins.
Line of Fire	
Keep yourself and others out of the line of fire.
Bypassing Safety Controls	
Obtain authorization before overriding or disabling safety controls.
Driving	
Follow safe driving rules.
Hot Work	
Control flammables and ignition sources.
Safe Mechanical Lifting	
Plan lifting operations and control the area.
Fit for Duty	
Be in a state to perform work safely. 
Life Saving Rules
Our leadership universally 
endorses these programs 
which are core to our culture. 
Our performance reflects 
our safety values. In 2019, 
we delivered the company’s 
safest year for the sixth 
consecutive year. 
We adopted the International Association of Oil & Gas Producers (IOGP)’s life saving rules to set clear guidelines 
for making safe decisions in a variety of operational situations. 
Increasing employee safety 
awareness is only part of the solution 
for maintaining a safe workplace. 
Our employees also must feel 
empowered to make decisions 
that will protect themselves, their 
coworkers and the community.

26  |  2019 Sustainability Report
Driver Safety
Motor vehicle incidents are the leading cause of injury 
and death in the oil and natural gas industry. Our 
comprehensive driver safety program includes training, 
tools and standards to encourage a culture of zero motor 
vehicle incidents.  
Ovintiv applies fitness for work—a practice 
that requires employees be in a condition to 
carry out their day-to-day job duties safely 
and effectively without putting themselves, 
their coworkers, the public or the environment 
at risk. We consider employees unfit for work if 
injury, illness, physical or psychological health 
issues, fatigue or the use of alcohol or drugs 
could result in the reduced ability to perform 
work safely or effectively.
To encourage employee health, we offer 
competitive medical and dental benefits, as 
well as wellness programs to support mental 
health. We also offer an ergonomics program 
to reduce physical discomfort and strain 
while on the job. The use of ergonomics can 
proactively identify existing problems and 
prevent injuries in the workplace. Ergonomic 
resources such as assessments, stretches 
based on your job function, and guidelines for 
setting up workstations, help properly adjust 
our bodies and equipment for comfort  
and safety. 
Driver Safety Program
Driving Distraction
Safe Vehicle Operations
In-Vehicle Monitoring System
Drive Safe Team
Driving Safety Training
Fleet Management
Commercial Motor Vehicle Regulatory Compliance 
Requirements
Motor Vehicle Incident Reporting
Driver Fitness & Alertness
Road Journey Management
Driver Qualification & Authorization
Driver Commitment
We require both driver awareness and 
hands-on driver training for all company fleet 
drivers and have established safe driving 
practices, including prohibiting the use of cell 
phones while driving. Additionally, we assign 
an in-vehicle monitoring system to all Ovintiv 
fleet vehicles. These devices provide data on 
driver behavior, including the frequency of 
hard braking, rapid acceleration and speed.
Employee Health
This data is gathered for risk analysis and to 
monitor our employees’ driving performance. 
If an employee shows consistent unsafe 
driving practices, he or she may have to 
participate in additional training or use 
additional tools to improve performance.

27  |  2019 Sustainability Report
Partnering with Suppliers
Our suppliers share our high safety standards. According 
to our Supplier Code of Conduct and Service Provider 
EH&S Expectations manual, we require our suppliers to 
conduct their work in a safe  
and responsible manner. 
We use ISNetworld®—a contractor and 
supplier management platform—to 
evaluate supplier safety programs and 
performance. Through this database, 
supervisors verify that suppliers have 
adopted the required EH&S procedures 
into their management systems prior 
to starting work. 
Once a supplier has been approved 
to work with us, we perform routine 
inspections to help ensure compliance 
with our requirements. We also 
conduct EH&S audits through tabletop 
reviews and field visits to provide 
detailed assessments of supplier 
performance. These assessments are 
recorded in ISNetworld to maintain a 
performance history.
Ovintiv suppliers must do their part to achieve best-in-class safety performance. That 
means providing a safe workplace, having procedures in place to detect, prevent and 
handle potential risks and complying with all laws and regulations. 
Collect. Verify. Connect.

28  |  2019 Sustainability Report
Environment 
Our success is tied to our stewardship. We work every day 
to be environmentally sensitive—reducing our impact 
through strategic design, innovation and a commitment to 
responsibility throughout the lifecycle of our operations. 
Ovintiv recognizes investor and stakeholder 
concerns about climate change and the 
importance of minimizing emissions. We are 
focused on reducing emissions and driving 
efficiency through innovation. As we look to 
the future, new and improved technology 
will continue to be developed, enabling the 
production of oil and natural gas with a 
reduced environmental footprint.
Effectively monitoring and tracking our air 
emissions allows us to implement cost-effective 
measures to reduce our emissions and set 
reduction goals for continuous improvement. 
We have tracked and monitored GHG emissions 
for more than 15 years and have significantly 
decreased our emissions intensity over that time. 
We report gross emissions metrics with data 
from processing, other combustion, flaring, 
venting and fugitive sources and use intensity 
metrics to provide a more contextual measure 
of our impact and normalize the data. We 
calculate our emissions according to federal, 
state or provincial requirements. 
We comply with all state, provincial and federal 
regulatory requirements and are on track to  
meet the Canadian target to reduce methane 
by 40 to 45% by 2025, relative to 2012 emissions. 
Measuring and  
Managing Our Emissions
                 We are 
        establishing 
climate-related 
performance 
targets in our 2021 
compensation 
program.

29  |  2019 Sustainability Report
Emissions Reduction Best Practices
•
•
•
•
•
•
•
•
•
•
•
•
Implemented Leak Detection and Repair (LDAR) program.
Installed vapor recovery units and towers. 
Initiated in-line testing on gas wells.
Utilize dual fuel technology in our drilling and completions 
operations to reduce emissions and costs. 
Replaced more than 450 high-bleed pneumatic devices 
with a commitment to remove all by 2022.
Established a venting and flaring dashboard.
Adopted automated gas lift optimization processes to 
enhance production and reduce well downtime.
Conducted inline testing, where practical, to reduce flaring 
during completions.
Installed instrument air-driven pneumatic devices to 
eliminate vented methane emissions.
Eliminated high-emitting equipment such as line heaters.
Reduced the number of pneumatic chemical injection 
pumps by 75%. 
Developed water distribution pipeline networks to reduce 
trucking and tailpipe emissions.
We have adopted—and continue to adopt—a range of strategies 
to help reduce emissions from our operations. These best practices 
include innovative techniques, efficiencies and proven technology.

30  |  2019 Sustainability Report
We look for opportunities to replace equipment 
that has historically utilized diesel fuel with electric 
or natural gas driven machinery. The electric 
power is either supplied from the grid or on-site 
electric generators powered by natural gas 
fired engines. For example, in some of our drilling, 
production and well service operations, we use 
Dynamic Gas Blending engines for lower emissions 
and reduced fuel cost. We explore opportunities 
to use dual fuel technology when it allows us to 
effectively reduce emissions. 
INNOVATION
Montney 
Production, 
Powered by 
Hydroelectricity
Hydroelectricity powers the majority of 
Ovintiv’s gas processing in the Montney 
area of Canada. The Saturn, Sunrise, 
and Tower processing plants can avoid 
up to 860,000 tonnes of carbon dioxide 
equivalent emissions annually, which is 
comparable to the emissions from 184,000 
vehicles per year. Electrification has the 
added benefit of reducing operational 
noise compared to non-electric facilities. 
Other Electric-Driven Equipment
 • Pump jacks and jet pumps
 • Process controllers (e.g. liquid level controllers)
 • Chemical and fluid transfer pumps 
 • Lease automatic custody transfer units 
 • Vapor recovery units
TECHNOLOGY
True to our culture of innovation, we pilot 
and adopt technology programs that 
improve the efficiency and environmental 
performance of our operations. We have a 
demonstrated history of equipping facilities, 
wellsites and pipelines with emissions 
reduction technologies and processes. 
Reducing Emissions 
through Technology  
& Design  
Pneumatic 
Device Retrofits
Since 2018, Ovintiv has replaced hundreds 
of gas pneumatic devices with cleaner 
technologies at wellsites. We also 
converted devices at three compressor 
stations to utilize instrument air instead of 
natural gas. While contemporary wellsite 
designs are optimized for low emissions, 
the industry continues to develop 
technology and research methods for 
effectively eliminating routine methane 
emissions.

31  |  2019 Sustainability Report
Partnering for Effective Climate Change Policy
Ovintiv supports the global ambition of 
reducing emissions to manage the risk of 
climate change. We work closely with our key 
stakeholders to address concerns related 
to climate change, including collaborating 
with industry peers to inform regulatory 
development. We participate in voluntary 
emissions reduction programs like The 
Environmental Partnership and initiatives 
through the Petroleum Technology Alliance 
Canada (PTAC).
We are focused on achieving a practical 
approach to improved GHG emissions 
performance, where government policy 
defines goals but grants industry the flexibility 
to develop effective and efficient solutions. 
Meeting growing needs for safe, reliable 
and affordable energy while addressing 
GHG emissions is a complex challenge and 
climate change policy must balance these 
factors. For this reason, we endorse the 
following principles to guide effective climate 
change policy development. 
Facilitates meaningful  
GHG emissions  
reductions
•	 Requires proportional participation 
from all sectors of the economy.
•	 Utilizes fair, consistent and transparent 
measurement methodologies across 
industries.
•	 Encourages and appropriately 
accounts for early and/or voluntary 
actions.
•	 Minimizes inconsistent, redundant 
and/or contradictory regulations and 
policies.
•	 Attributes to energy producers only the 
emissions resulting from production 
operations.
Balances economic, 
environmental and energy 
security needs
•	 Ensures the development of critical 
energy infrastructure.
•	 Makes the costs and associated 
climate benefits of any policy fully 
transparent to the public.
•	 Ensures that Canada and the U.S. 
shoulder an equitable burden under 
international agreements.
•	 Does not disadvantage domestic oil 
and natural gas producers and workers 
against their foreign competitors.
Promotes 
innovation
•	 Champions economy-wide public 
and private investment to develop 
cost-effective technologies that will 
materially reduce GHG emissions.
•	 Relies upon predictable and 
economically efficient policy 
frameworks, such as the use of 
market-based policies and/or offsets, 
to deliver outcomes at the lowest 
cost to society.
•	 Allows all energy sources to compete 
for innovation funding.
           We recognize the need to address the risk of climate change and we support the global ambition 
to reduce emissions. We also recognize the world needs affordable, accessible and reliable energy, 
including oil and gas. Our collective challenge is to deliver on both of these imperatives efficiently and 
in an environmentally responsible manner.  We are well positioned to contribute to a lower emissions 
future through innovation and the application of leading-edge technology. 
Brendan McCracken
Executive Vice President, Corporate Development & External Affairs
Principles for Climate Change Policy Development

32  |  2019 Sustainability Report
Impactful Change 
through Collaboration
We recognize that the most impactful 
change often occurs with collaboration. 
That’s why we were a founding member of 
The Environmental Partnership—a group of 
oil and natural gas companies of all sizes—
committed to continuously improving the 
industry’s environmental performance. The 
Environmental Partnership adopted three 
programs for participating companies to 
phase into their operations beginning in 2018. 
Participants in The Environmental Partnership 
believe that minimizing our industry’s 
environmental footprint, particularly our air 
impact, is critical to securing America’s energy 
future. By taking action, collaborating and 
learning from each other, we can identify 
emissions reduction solutions that are 
technically feasible and commercially proven.
           Through our participation in The 
Environmental Partnership, we collaborate 
with industry peers to share best practices, 
new technologies and advancements—
continually looking to reduce emissions. 
It’s the industry working together,  
toward a common goal of reducing  
our environmental footprint.
Greg Givens
Executive Vice President & 
Chief Operating Officer
The
Environmental 
Partnership’s 
Emissions Reduction
Programs
P
n
e
u
m
a
t
i
c
 
C
o
n
t
r
o
ll
e
r
M
a
n
u
a
l 
L
i
q
u
i
d
s
 
U
n
l
o
a
d
i
n
g
  
  
  
  
 
L
e
a
k
 
D
e
t
e
c
ti
o
n
 
a
n
d
 
R
e
p
a
ir
INNOVATION
Using  
Solar 
to Power Remote  
Locations
The partnership between solar energy and 
the oil and natural gas industry is based 
on a practical and pragmatic need. Oilfield 
operations can take place in remote locations 
that are typically not able to access the 
electrical grid. To solve this challenge, we utilize 
solar electricity to provide energy for essential 
functions like measurement and control, 
injection pumping and security monitoring.

33  |  2019 Sustainability Report
Leak Detection and Repair
Tracking and reporting methane emissions 
and intensity allows us to consistently 
benchmark our methane reduction efforts 
throughout our operations. LDAR has been a 
part of Ovintiv’s environmental strategy for 
nearly 15 years. Using optical gas imaging 
(OGI) cameras, we can identify leaks and 
initiate repairs to reduce methane emissions 
on-site. 
OGI surveyors can scan thousands of 
connection points from a safe distance, 
using the camera’s technology to see these 
invisible gases. We also utilize unmanned 
aerial vehicles (drones), equipped with  
OGI cameras to conduct aerial surveys of 
facilities, pipelines or hard-to-reach areas.
We comply with local and federal LDAR 
regulations and implement a voluntary  
LDAR program to complete surveys at 
Flaring of natural gas may occur during 
upset and emergency conditions. Ovintiv 
avoids routine flaring whenever possible 
and we do not develop wells in areas lacking 
the necessary gas gathering pipeline 
infrastructure to recover and manage 
associated gas.  To better understand 
our associated gas flaring, we created an 
In 2019, our flared volumes  
accounted for < 1.2% of our  
natural gas production.
In 2019, we conducted 1,873 LDAR  
surveys using OGI cameras and 
monitored over 50 facilities and  
27 miles of pipeline using drones.
certain non-regulated facilities. We monitor 
equipment including wellheads, separators, 
heaters, tanks and flow lines or leaks from 
malfunctioning components such as valves, 
connectors, flanges, pressure relief devices 
and open-ended lines. 
Surveys typically occur on a bi-monthly, 
quarterly or semi-annual basis depending 
on requirements, inspections and directed 
maintenance. We also supplement our 
monitoring with OGI surveys with on-site 
audio, visual, olfactory (AVO) surveys. 
Reducing the Need to Flare
internal dashboard that allows us to view the 
percentage of associated gas flared in each 
operating area.  
 Our OGI surveyors are trained in leak repair and service a significant number of leaks upon detection. 
We utilize tablet-based technology to log LDAR survey observations. Using this digital logging system 
allows automatic data integration with our compliance tracking system. We track the dates of 
inspection, the type of component or equipment leaking and the date of leak repair and confirmation. 
We analyze LDAR survey data for trends and to identify specific facilities, components and equipment 
with a greater potential for leaks. For these sources, we implement directed inspection and 
maintenance activities to mitigate the potential for future leaks.
Repair
Documentation
Data Analysis 
and Directed 
Maintenance
Leak Repair and Improvement
If we detect a leak, our program includes three components for continuous improvement.

34  |  2019 Sustainability Report
Task Force on Climate-related 
Financial Disclosures  
Established by the Financial Stability Board, the Task Force on 
Climate-related Financial Disclosures (TCFD) identifies and 
suggests voluntary disclosures that help investors, lenders  
and insurance underwriters to understand material risks.
TCFD structures its recommendations in 
 four categories that represent core elements 
of how organizations operate: governance, 
risk management, strategy and metrics  
and targets. 
Ovintiv has been incrementally adopting 
the TCFD recommendations since 2018. This 
year we have strengthened our disclosures 
through enhanced climate policy scenario 
analysis and a commitment to implement 
climate-related performance targets tied to 
our 2021 compensation program.
TCFD Progression
2018
	
Disclosed how we identify, 
assess and manage  
climate-related risks.
2019
	
Communicated additional  
governance around climate- 
related risks and opportunities.
2020
	
Enhanced our climate  
scenario disclosure and  
potential impacts related to 
climate risks and opportunities.
2021
	
Committed to publicly  
disclose and link climate- 
related performance targets  
to employee compensation. 
Task Force on Climate-related Financial Disclosures

35  |  2019 Sustainability Report
Governance
Our corporate governance framework allows us to 
effectively manage climate-related risks. The Ovintiv 
Board evaluates sustainability and ESG risks on a quarterly 
basis. It also annually reviews and adopts the company’s 
strategic plan, which considers risks and opportunities to 
our business, including all elements of ESG. 
While several Board committees manage 
ESG risks and opportunities, our EH&S 
committee is responsible for environmental 
matters, including sustainability strategy and 
policy, risk identification and management, 
environmental compliance and climate 
change. This committee reviews and 
reports material environmental issues to the 
overall Board. Our Board is actively involved 
in company performance goal setting, 
including evaluating which ESG goals should 
be tied to our employee compensation 
program. 
Task Force on Climate-related Financial Disclosures

36  |  2019 Sustainability Report
Risk Management
We integrate climate-related considerations into key 
business planning and risk management processes 
throughout the company.
As outlined in our Corporate Risk 
Management Policy, our Board is 
responsible for ensuring an effective 
risk management process is in place 
to identify, monitor and manage 
significant risks to our business and 
reputation.
Our enterprise risk management 
process and our ESG materiality 
assessment help identify and monitor 
any significant risks. Each quarter, we 
present risk reports to the Board with 
corresponding mitigation strategies.  
Carbon tax currently affects our Canadian operations, and we recognize that carbon taxes 
may impact our U.S. assets in the future. We account for an escalation of our Canadian 
carbon tax costs in our planning and budgeting processes. We also run scenarios to 
determine how a U.S. implementation would impact our costs structures.
To better predict the risks associated with future commodity prices, including potential 
GHG reductions, our scenario planning includes a range of prices representing varying 
levels of supply and demand of our products. This planning includes considering how our 
cost structure and capital efficiency could be impacted by factors such as the oilfield 
service market, carbon mitigation, new technologies, well design challenges and quality of 
future inventory. 
Severe weather events including hurricanes, fires and floods can impact our operations. 
We continue to identify and pilot new technology, equipment and processes to mitigate 
the physical risks of a changing climate. 
Carbon Tax
Commodity 
Prices and  
Capital  
Management
Operations
Potential Climate-Related Impacts to Our Business
Task Force on Climate-related Financial Disclosures

37  |  2019 Sustainability Report
Opportunities
We believe our corporate strategy and multi-basin approach enables us to meet the 
challenges posed by current and future climate-related risks. By focusing on scale, multiple 
high-quality basins across North America, operational excellence and proactive risk 
management, our business can thrive across a variety of scenarios.
Innovation
Our culture of innovation encourages 
us to utilize technology and operational 
efficiencies, particularly to drive 
emissions reductions. Ovintiv closely 
follows technology advancements 
and will continue to deploy equipment 
proven to be effective in reducing 
emissions.
Our business structure and experience allow us certain opportunities 
when operating under climate-sensitive scenarios. 
Flexibility
Our development portfolio is highly 
focused on short-cycle opportunities 
enabling us to maintain operational 
flexibility at both the asset and portfolio 
level. This allows for rapid conversion of 
capital into cash flow, and a high degree 
of agility in managing risk and responding 
to opportunities. 
Capital Discipline
In a challenging market, we have 
continued our track record of 
demonstrating capital discipline 
while driving efficiency and lowering 
costs in every part of our business. 
We will continue to be a leading North 
American operator by strategically 
managing our supply chain and 
utilizing technology and innovation to 
responsibly develop our assets.
Proven Experience
 We have experience operating under 
carbon tax jurisdictions in Canada. 
Our corporate culture and structure 
promote knowledge sharing, and we 
expect to apply carbon tax learnings 
to our U.S. assets in the event of 
carbon tax regulation. 
Task Force on Climate-related Financial Disclosures

38  |  2019 Sustainability Report
Strategy  
Ovintiv’s risk-based business strategy incorporates key ESG 
issues that have the potential to affect our performance. 
We conduct our strategic planning and 
scenario analysis on an onging basis, 
considering the impacts of commodities 
pricing, carbon taxes, regulations and the 
potential long-term impacts of climate 
change. 
This process incorporates insights from 
various contributors within the company, 
as well as external advisors and private 
commodity market analysis firms. We follow 
four, interconnected and iterative workflows 
for our strategic planning.
We conduct a macro analysis of both the business and industry 
environment focused on key trends, risks and opportunities with potential to 
impact our corporate strategy.
We incorporate the macro assessment findings in developing a strategic 
assessment and analysis to test the fitness of the current strategy and 
discuss potential pathways to deliver value to shareholders over the short 
and long-term. This assessment is presented to and discussed with the 
executive leadership on at least an annual basis.
Benchmarking is also incorporated in our strategic planning. We 
benchmark our strategic and competitive positioning against companies 
both within and outside of the E&P industry. This provides real-time 
intelligence and enhances our understanding of peer strategies, industry 
trends and business best practices. 
We conduct an internal assessment to evaluate the current state of our 
portfolio while considering potential opportunities to advance or enhance 
value through technological innovation and efficiencies, reduction of 
uncertainty and the optimization of resources. During this phase, a suite 
of individual asset development profiles is constructed or revised to test 
various scenarios and approaches to optimize long-term value creation. 
Macro Review
Strategic  
Assessment
Benchmark
Portfolio 
Evaluation
Ovintiv Strategic Planning Workflows
Task Force on Climate-related Financial Disclosures

39  |  2019 Sustainability Report
We consider climate-related risks throughout our corporate strategic planning and scenario 
analysis process. In conducting our scenario analysis, we utilized internal modeling supported in 
part by the International Energy Agency’s (IEA) World Energy Outlook (WEO) to better understand 
the future patterns of a changing global energy system. In its 2019 Outlook, the IEA included three 
scenarios, each of which contain assumptions regarding future population, economic growth 
and hydrocarbon supply and demand. 
Sustainable Development 
Scenario (SDS)
Charts a path fully aligned with the Paris 
Climate Agreement by holding the rise in global 
temperatures well below 2°C and pursuing efforts 
to limit temperatures to 1.5°C.
Current Policies 
Scenario
Assumes no changes to the 
policies in place.
Stated Policies 
Scenario (STEPS)
Reflects the effects of 
announced policies.
Climate-Focused Scenario Analysis
Thousand bcm
2000    2010    2020    2030    2040
6
5
4
3
2
1
0
2000    2010    2020    2030    2040
$8
$7
$6
$5
$4
$3
$/MBtu
150
125
100
75
50
25
mb/d
2000    2010    2020    2030    2040
Global Natural Gas Demand 
by IEA Scenario
U.S. Natural Gas Price 
by IEA Scenario
2000    2010    2020    2030    2040
$150
$125
$100
$75
$50
$25
$/Barrel
Oil Price by  
IEA Scenario
Global Oil Demand 
by IEA Scenario
Task Force on Climate-related Financial Disclosures

40  |  2019 Sustainability Report
By using scenarios, we can evaluate a range 
of potential risks related to commodity 
pricing and emissions reduction structures. 
Specific to our portfolio, we test our current 
assets against potential future outcomes 
to determine where challenges and 
opportunities may exist. We also assess 
portfolio resiliency by comparing our assets’ 
performance under different IEA price 
forecasts adjusted to the WTI benchmark 
against publicly available breakeven price 
assumptions per play. For this analysis, we 
also incorporate an escalating carbon tax up 
to $140/T CO2e in line with the SDS.  
For the purposes of this analysis we have 
included an Ovintiv 2020-2021 Scenario to 
demonstrate the current competitiveness 
of our portfolio compared to IEA forecasted 
prices.  The Ovintiv 2020-2021 Scenario is 
consistent with our 2021 Stay-Flat Scenario, 
which is non-GAAP free cash flow positive 
including the annual dividend and holds 
crude and condensate volumes flat at 
approximately 200 Mbbls/d at benchmark 
prices of $35 per barrel WTI and $2.75 per 
MMBtu NYMEX natural gas with a capital 
investment of approximately $1.4 to $1.6 billion.  
It is important to note that our analysis 
assumes a consistent break-even price. 
Ovintiv has a strong track record of 
knowledge sharing, adopting innovative 
practice and driving efficiencies through 
our business. We expect this performance to 
continue, further decreasing our break-even 
prices and increasing our portfolio resiliency. 
In alignment with the SASB reporting 
recommendations, we tested our YE2019 
reserves against the conditions outlined in 
the IEA’s SDS. Under the associated pricing 
and escalating carbon tax, the value of 
Ovintiv’s SEC 1P reserves would be 25% higher 
on a NPV10 basis. The higher commodity 
pricing associated with the SDS compared 
to the SEC trailing price forecast used for the 
YE2019 evaluation accounts for the higher 
valuation. This is partially offset by the impact 
of carbon tax escalating over the period.
Oil Breakevens by Play
SDS Carbon Tax Avg (2020-2040)
STEPS Avg Pricing 2020-2050
OVV 2020-2021 Scenario
SDS Avg Pricing 2020-2050
Current Policies Avg Pricing 2020-2050
Our analysis confirm the resiliency 
of our portfolio under a range 
of possible future climate policy 
scenarios. Under all scenarios, we 
expect new well development to 
continue to yield an economic 
return as breakeven prices 
remain lower than forecast prices. 
Even with the implementation 
of an escalating carbon tax, our 
low-cost, short-cycle portfolio 
remains competitive. 
 
 
Permian
WTI Oil $/bbl
Montney
Anadarko
120
100
80
60
40
20
0
Breakeven Analysis
Breakeven prices provided by Citi and Scotia Bank
Task Force on Climate-related Financial Disclosures

41  |  2019 Sustainability Report
Metrics and Targets
Climate-related performance metrics have been included 
in our disclosures since we began sustainability reporting 
in 2005. Measuring our emissions profile provides visibility 
into which cost-efficient measures are most effective in 
reducing GHG emissions. We continue to improve both the 
reduction of our emissions intensity and the transparency 
of our reporting. 
Our executive leadership team, with the 
support of our Board, embarked on a 
comprehensive initiative to refresh our 
approach to climate and emissions 
disclosure. This initiative includes a process 
to establish climate-related performance 
targets, which will be tied to our 
compensation program and be responsive 
to the shareholder resolution passed at  
our 2020 annual general meeting. 
Target setting to drive performance is 
part of Ovintiv’s culture and we don’t take 
this exercise lightly.  We are currently 
completing the work to ensure the targets 
drive meaningful improvements in our 
emissions performance, are integrated into 
our business performance management 
system and are transparent to our staff 
and stakeholders alike.  The results of this 
initiative, including our climate-related 
targets, will be announced in early 2021.
Task Force on Climate-related Financial Disclosures

42  |  2019 Sustainability Report
Water Stewardship 
and Protection
Water is both a key aspect of our business and  
critical to the communities where we operate. 
We manage this valuable resource efficiently,  
taking responsibility for the water we use. 
42%
17%
16%
8%
High
13%
Extremely
High
Medium
High
Low Medium
Low 
4%
Arid/Low
Although access to water 
and water scarcity are global 
issues, we tailor our water 
management approach to 
address local and regional 
water concerns. Using the 
World Resources Institute (WRI) 
Aqueduct Water Risk Atlas, we 
determined that 79% of the 
counties where we operate 
have medium to low water 
stress levels. In operating areas 
which are considered to have 
high or extremely high levels 
of water stress, we incorporate 
that knowledge into our water 
management plans.  
Ovintiv’s water management 
program considers location, 
resources, regulations, water 
stress, cost and operational 
need when planning water 
solutions by site and operating 
area. We recognize that water 
sources vary by region and 
no single water management 
approach works for all areas.  
Using Alternative Water
      Nearly half  
of all water in 
Permian Basin 
completions  
operations  
is recycled.
We are committed to finding and using 
alternative water sources when feasible. 
Currently, we are working with other producers 
to better understand and collaborate on 
increased water management opportunities. 
We invest in facilities that efficiently collect, 
treat and reuse produced and flowback 
water. Reusing this alternative water reduces 
our reliance on surface water resources and 
improves the efficiency of our water handling. 
In the Permian Basin, we use recycled water 
for many of our hydraulic fracturing jobs. This 
practice is not only more efficient, but also cost 
effective. In several Permian counties, building 
and operating recycled water infrastructure 
is less expensive than paying for freshwater. 
Using recycled water also avoids the need for 
wastewater injection.
 Water Stress Assessment 
Percentage of water stress in operations by county

43  |  2019 Sustainability Report
Protecting Groundwater During Hydraulic 
Fracturing Operations
Responsible Products 
and Chemical Disclosure
Much of Ovintiv’s water use occurs during 
hydraulic fracturing operations. The goal of 
hydraulic fracturing is to enhance hydrocarbon 
recovery by creating pathways for the natural 
gas and oil trapped in the rock to flow through 
the wellbore to production equipment at the 
surface. This controlled operation pumps a 
mixture of primarily water and sand through 
the wellbore to the targeted formation at a high 
pressure in multiple intervals or stages. In all 
Ovintiv operations, rigorous water management 
and protection are vital parts of this process. 
Proper wellbore design and a steel casing 
system prevent fluids from migrating from the 
wellbore and protect local groundwater. Our 
wells are designed with advanced planning 
and engineering. Constructed with multiple 
layers of high-strength and impermeable steel 
casing and cement to protect groundwater and 
freshwater zones, our wells are built to last until 
the production phase has concluded.
Ovintiv uses multiple techniques to monitor each 
hydraulic fracture treatment we conduct. We 
ensure the integrity of the casing and cement 
system through field inspection and wellbore 
logging. Before we begin completion operations, 
we also pressure test to ensure integrity. We 
then continually monitor pressures during 
each fracturing operational stage. Any flow of 
fluids into non-targeted areas will be detected 
immediately by a sudden loss in pressure and 
operations will be halted. 
Hydraulic fracturing processes are strictly 
regulated by various state or provincial 
government agencies. These regulations 
include keeping Safety Data Sheets (SDS) 
that detail the ingredients used in hydraulic 
fracturing fluid at each location. U.S. and 
Canadian regulatory bodies establish 
standards for the disclosure of this information, 
including the protection of trade secrets and 
confidential business information. We report 
the ingredients we are legally permitted 
to share through the FracFocus chemical 
disclosure registry. 
Ovintiv’s Responsible Products Program 
provides guidance on managing additive 
and chemical use in hydraulic fracturing to 
comply with regulations and mitigate potential 
environmental and health impacts. All hydraulic 
fracturing fluid products we use are assessed 
for potential impact to the environment and 
human health using generally accepted 
toxicological criteria.
Ovintiv prohibits the use of hydraulic fracturing 
fluid products containing diesel fuels, heavy 
metals such as arsenic, cadmium, chromium, 
lead, mercury, 2-Butoxyethanol (2-BE) or 
benzene. Through the Responsible Products 
Program, we encourage our suppliers to 
improve their public disclosure of fluid 
formulations and to continually advance 
the development of more responsible fluid 
additives and continually test new technologies 
that reduce environmental exposure and risk.
We continue to build upon our detailed understanding of the 
chemicals used in the hydraulic fracturing process to ensure 
we are using the most responsible hydraulic fracturing fluid 
formulations and fluid management practices available.

44  |  2019 Sustainability Report
We believe that innovation, efficiency and technology are 
the most effective and efficient methods for minimizing our 
environmental footprint. Specific to hydraulic fracturing, 
we challenge our teams to identify and implement new 
ways to enhance our completions process. Below are a few 
recent examples of our continuous improvement. 
Initiative and Innovation in 
Our Hydraulic Fracturing 
Operations
With a focus on innovation, our Permian 
team pioneered the use of simul-fracs, which 
recently we applied to our Anadarko and 
Montney operations as well. A simul-frac is 
the process of fracking pairs of wells at the 
same time, instead of a single well in a zipper 
frac. By pumping down two wells, treating 
pressure is significantly reduced, the rate is 
commensurately increased and more can be 
done with the same amount of horsepower, 
leading to greater efficiencies. When used in 
our operations, our sites experience reduced 
fuel usage, less wear and tear on equipment 
and decreased costs. Unlike a zipper frac, 
where you frac one well with 100 barrels of 
fluid per minute, simul-fracs use 120 to 140 
barrels of fluid per minute for two wells. The 
team continues to explore opportunities to 
further optimize simul-frac in our operations 
including a wireline pump down crew, less 
expensive frac stack setup and iron rentals 
and tiered stage designs as per available 
pump rate.
Simul-Fracs Transform 
Completions

45  |  2019 Sustainability Report
Hydraulic fracturing uses large volumes 
of specialty-sourced sand as part of the 
process. This sand acts as a proppant, 
keeping rock fractures open so that oil and 
natural gas can flow through the wellbore. 
Historically, this sand was dried at a mine site 
using heated air before being transported 
to the wellsite. Drying sand is fuel, cost and 
emissions intensive. Our operations and 
supply management teams collaborated to 
develop an innovative way to use wet sand 
instead. 
By using wet sand, we are able to lower 
the environmental footprint of the mining 
process. Not only do we avoid the energy-
intensive drying process, but there is no 
need for routing gas or electric lines to the 
dryer equipment or obtaining regulatory air 
permits.  Additionally, moisture in the wet 
sand keeps silica dust adhered to the other 
particles. This reduces the hazardous airborne 
dust that can occur in any workplace that 
uses dry sand.  
In addition to lowering our environmental 
impact, using wet sand reduces operational 
costs. Mines experience lower costs without 
the need for equipment, maintenance and 
fuel for the drying facility. Storage is also more 
efficient since wet sand can be stocked in 
large, low-cost decanting piles.
Using Wet Sand Lowers 
Environmental Impact 
and Operating Cost
In the U.S. shale industry, approximately 70% of 
wells drilled are infills—new wells drilled near 
legacy or “parent” wells. During completion 
activities, hydraulic fracturing fluids from 
the new well can affect the pre-existing well 
causing a “frac hit.” Frac hits can reduce 
the pressure in the parent well, leading 
to lower production and the potential to 
damage production tubing, casing and even 
wellheads. 
In 2019, our Eagle Ford team pioneered a 
technique to reduce frac impacts. This 
mitigation technique involves pumping water 
down parent wells first to measure the wells’ 
ability to hold pressure. If the wells can hold 
the volume, this indicates that they will not be 
impacted by nearby completion activities. 
After our pilot program proved successful 
in protecting the pre-existing wells, we 
adopted this technique across our Eagle 
Ford operations, protecting 20 wells since 
adoption.
Reducing Frac Hits to 
Protect Well Integrity

46  |  2019 Sustainability Report
Preventing Spills
Preventing spills is essential to minimizing environmental 
impacts, maintaining our social and regulatory license  
to operate and ensuring a safe workplace. 
Effective spill management requires routine 
maintenance, situational preparedness, 
continuous improvement and adherence to 
regulatory reporting requirements. Our Spill 
Prevention Principles focus on four areas: 
transferring fluid, following operational 
procedures, ensuring equipment integrity 
and considering spill prevention in our 
site design. We use these principles to 
incorporate field-based practices into our 
operations and work sites to prevent spills 
from occurring and to manage and report 
them accurately if they do occur. 
Fluid Transfer
Checks are in place to reduce spills.
• 	Never leave fluid transfers unattended.
• 	Conduct regular tank truck inspections.
• 	Ensure valves are in the correct position.
Procedures
Deviating from procedures can 
compromise spill prevention.
•	 Follow procedures and do not take shortcuts 
to prevent spills.
•	 Pay attention during start up and shut down 
of equipment.
•	 Stop the job if you observe a situation that 
could lead to a spill.
Equipment Integrity
We ensure equipment performs 
and is maintained correctly.
•	 Verify tanks, pipes, valves and hoses are 
properly installed, inspected, tested and 
maintained.
•	 Validate high-level alarms are fully 
functioning.
Site Design
Site design is critical to preventing spills.
•	 Ensure loading and unloading facilities 
incorporating spill prevention.
•	 Incorporate workplace efficiencies in site 
design considerations.
•	 Certify equipment specifications meet the 
system requirements to prevent spills.
1
2
3
4
Spill Prevention Principles

47  |  2019 Sustainability Report
In 2019 Ovintiv and the Alberta 
government signed the precedent-
setting Little Smoky Caribou 
Development Agreement following 
extensive efforts to identify proactive 
and creative solutions to caribou herd 
decline in the area.  
This unique arrangement creates 
an industry benchmark on how to 
successfully operate in critical caribou 
habitat with a working landscape 
model. It also helps protect and 
promote the Little Smoky Caribou 
herd, widely recognized as the most 
impacted caribou herd in the country. 
We are also respecting areas 
designated for surface disturbance 
deferrals, which minimize 
developmental impact and preserve 
herd habitats.
In addition to addressing caribou herd 
decline, the partnership adds significant 
value and certainty for our Duvernay 
asset through mineral tenure extensions 
and flexibility for our development 
program. This will 
provide additional 
cost savings 
and operational 
efficiencies, reducing 
the near-term 
requirement to drill 
capital-intensive 
retention wells and build associated 
infrastructure to retain our land rights 
while enabling development to proceed 
in a manner which is protective of the 
resident caribou.  
Identification: During site planning and 
development, we consider a number 
of environmental factors, including the 
identification of wildlife, habitats and areas with 
high biodiversity or conservation value. 
Assessment: For many of our more biodiverse 
assets, we host assessment sessions with a 
range of internal experts including biologists, 
hydrogeologists, hydrologists, construction 
team members and surface land and 
development engineers. These teams evaluate 
our development plans to determine risk levels 
and, when needed, recommend mitigation 
strategies.
Management: Avoidance or mitigation 
activities are developed and tailored to the 
environmental factors on each specific site. 
Our goal is always to avoid impacts, particularly 
to wildlife and habitats. This includes avoiding 
important habitat features such as wetlands 
and old growth forests as much as possible. 
Mitigation: When complete avoidance is 
not possible, we minimize our disturbance 
through site-specific planning. Examples of 
past mitigation strategies include decreasing 
our activities during the times of the year when 
wildlife species are most sensitive or planning 
activity at a further distance from water sources. 
Caribou Conservation Collaboration
Site Assessment 
and Conservation
We follow a rigorous site assessment program to help ensure 
protection for land and water resources, wildlife and habitats 
during our operational lifecycle. Developed by biology and 
environmental experts, our process balances development 
plans with a thoughtful approach to ecosystem protection. 
Ramsar Wetlands of 
International Importance
UNESCO World  
Heritage Sites
Biosphere reserves recognized within 
the framework of UNESCO’s Man and the 
Biosphere Program
Natura 2000
After an internal biodiversity assessment of our operating areas, we have concluded that we do not have proved or probable 
reserves in or near the following sites with protected conservation status or endangered species habitat.

48  |  2019 Sustainability Report
Waste Management
Data collection and reporting.
Proper storage, handling and 
transporting of waste.
Tracking for reuse or disposal.
Identifying recycling opportunities.
Maintaining regulatory requirements. 
Whenever possible, we promote the recycling 
or reusing of materials in our operations. For 
those materials that can’t be recycled, we 
have processes for transportation, treatment 
and disposal in compliance with regulatory 
requirements. Our service providers must also 
abide by our standards and comply with all 
regulations.  
The majority of waste from the oil and natural 
gas industry is from drilling residuals and 
produced water. We also handle sensitive 
materials that require specialized disposal 
for the health and safety of our employees, 
service providers and the community. 
The effective management of our waste materials 
helps to reduce our environmental impact. 
Our waste management program includes:
Naturally Occurring Radioactive Materials 
(NORM) are substances enriched with 
radioactive elements and most often 
associated with produced water treatment 
and handling operations.
Our NORM management process identifies 
and controls NORM in our facilities to protect 
the health of our employees and service 
Naturally Occurring 
Radioactive Materials 
providers. We have established roles, 
responsibilities and training requirements 
related to potential NORM exposures, and 
only specially trained employees and 
service providers are permitted to work with 
impacted equipment. Any NORM-impacted 
waste is disposed of in strict compliance with 
jurisdictional regulations.

49  |  2019 Sustainability Report
Seismicity
Some areas of North America are 
experiencing increasing localized frequency 
of induced seismic activity which has been 
associated with oil and naturl gas operations. 
Although the occurrence and risk of 
seismicity is generally very low, it has been 
linked to the storage of wastewater in deep 
saltwater disposal wells. Ovintiv has operating 
procedures to help manage the occurrence 
and magnitude of induced seismicity to 
levels that minimize any associated or 
perceived risks.
Ovintiv supports research efforts in 
conjunction with regulators that help inform 
the understanding and management of 
induced seismicity events. We are proactively 
addressing seismic activity through 
partnerships with independent research 
institutions and regulatory agencies to track 
and identify potential causes of induced 
seismicity.
Ovintiv Seismicity Mitigation Plan
Planning and Design
Risk Management
Regulatory Compliance
Third-Party Facilities
Monitoring
Identify and consider all possible faults, 
geohazards and basement intervals that could 
increase the risk of seismicity.
Based on identified geohazards, and any nearby 
documented seismic activity, assess the risk of 
triggering seismicity.
Operate water disposal wells according to all 
regulatory requirements including injection rates, 
volumes, surface pressures and frac gradients.
Audit, inspect or confirm third-party disposal 
facilities are managing risks consistent with this 
mitigation plan.
For both water disposal and hydraulic fracturing 
operations, monitor well conditions, including 
injection rates and pressures using a traffic light 
approach, stop work if induced seismicity is 
detected.

50  |  2019 Sustainability Report
Investigating Industry 
Challenges, Together
The results of this research 
often inform best 
management practices 
relating to production 
efficiencies, the environment 
and the health and safety of 
our employees. 
We recently partnered with 
Colorado State University 
(CSU)’s Methane Emissions 
Technology Evaluation 
Center (METEC) to participate 
in its LDAR Equivalency 
Project comparing agency, 
consulting and industry LDAR 
protocols. The project’s goal 
is to develop a comparative 
pathway for alternative leak 
detection technologies. We 
also serve as industry advisor 
to the CSU project team, 
helping the group develop  
a LDAR training course. 
Jointly directed by the 
British Columbia Oil and Gas 
Commission and our industry, 
the BC Oil and Gas Research 
and Innovation Society (BC 
OGRIS) works to address 
knowledge gaps in policy and 
industry practices related to 
oil and gas development in 
British Columbia. 
As members of 
the BC OGRIS, we 
support research 
projects that study:
Baseline studies 
and impacts of oil 
and natural gas 
management 
practices on boreal 
caribou populations 
and habitats.
Baseline water and 
air quality studies on 
effective monitoring 
and measurement 
methods.
Programs that support 
collaboration and 
shared understanding 
between indigenous 
people and our 
industry.
Evaluation of 
fugitive emissions 
and methane leak 
detection technologies.
Ambient noise in  
the Montney 
development area. 
We believe collaboration solves problems, drives innovation 
and improves outcomes. We participate in trade associations 
and partner with academic institutions to investigate 
challenges that impact our industry broadly and increase 
scientific knowledge of the attributes and behavior of the 
rocks and reservoirs where we operate.
Society research findings 
are shared with industry 
peers, regulators and 
other key stakeholders to 
continuously improve both 
the understanding and 
management of impacts 
of local oil and natural gas 
activities. 
We also partner with Utah 
State University (USU) and 
the Utah Department of 
Environmental Quality (UDEQ) 
to better understand industry 
impact on ozone formation 
in the Uinta basin. Ovintiv 
field staff, with USU and UDEQ 
contractors, obtained gas and 
liquid samples from different 
oil and natural gas horizons for 
analysis.
Securing better data on the 
liquids and gases from wells 
across the basin will give 
UDEQ the data necessary to 
improve photochemical ozone 
modeling tools. These tools are 
used to determine the best 
paths for installing controls 
and minimizing emissions in 
the basin.

51  |  2019 Sustainability Report
Communities 
Ovintiv contributes to the strength and sustainability of 
the communities where we operate through stakeholder 
engagement, economic investment and job development. 
By partnering with our employees, stakeholders and local 
organizations, we contribute to the quality of life in our 
communities.  
Community Investment
Getting to know our neighbors and understanding local needs are strengths of our community 
engagement. For our community investment program, we focus on three core areas 
aligned with our values: education, community life and environment, health and safety. In 
2019, we contributed over $1.8 million in grants, sponsorships and in-kind donations to local 
organizations and projects that make a meaningful impact in their areas.
Giving back is a long-standing tradition at Ovintiv including support for causes 
important to our employees. Through Ovintiv Gives, we match employee charitable 
contributions dollar-for-dollar up to $10,000 per employee per year. In 2019 our 
generous employees donated more than $1.1 million and Ovintiv provided an 
additional $1 million in matched donations. 
Environment, 
Health and Safety
We strive for a small 
environmental footprint, 
while supporting the 
safety and vitality of the 
communities where we 
operate.
Education
We believe the best 
way to prepare the next 
generation for success 
is through education. For 
this reason, we support 
local schools, STEM 
programming and the 
educational experiences of 
underserved populations. 
Community Investment Priorities
Community Life
We invest in programs 
and endeavors aimed 
at enriching the lives of 
the people and families 
who reside in the 
communities where  
we live and work.

52  |  2019 Sustainability Report
Impact Stories 
From funding and donations to volunteering, we are 
privileged to be a part of the impact our charitable 
partners make every day. Below are just a few examples of 
our contributions at work. 
The West Texas Food Bank is the largest nonprofit, non-governmental 
hunger-relief organization in the Permian Basin. In August 2019, 45 of our 
employees volunteered approximately 160 hours packing senior food 
boxes. The time was well spent—the West Texas Food Bank distributes 2,000 
boxes of supplemental food each month to seniors across 19 counties. In the future, the organization 
hopes to expand the program into Presidio, Texas, where Ovintiv does a monthly mobile food 
distribution. We also plan to increase our support by engaging in a senior box initiative in Kermit, Texas. 
In partnership with our peers, foundations and local philanthropists, 
we collectively donated nearly $55 million in private funding to bring 
nationally recognized IDEA Public Schools to Midland and Odessa, Texas. 
Of this $55 million commitment, the Permian Strategic Partnership 
(PSP) funded $16.5 million. PSP is a coalition of 20 energy companies that addresses challenges in the 
Permian Basin, working to improve schools, create safer roads, develop the workforce, support quality 
healthcare and increase affordable housing. 
IDEA Public Schools offers a unique curriculum to bridge opportunity gaps and prepare students for 
success in college, particularly students from underserved communities. Ovintiv has been a long-time 
supporter of education as a conduit for the development of our future workforce and believes this school 
structure will be the first step in helping to train and recruit our industry’s next generation of talent.   
Bringing High-Quality  
Schools to the Permian 
Education
Community Life
Fighting Hunger  
in West Texas

53  |  2019 Sustainability Report
Increasing Food Security 
with Innovative Grant
We recently donated a food relief grant to support 100 households 
in the Wembley community of Montney, Alberta. As part of the 
organization’s Healthy Communities food security program, our 
grant will be used to teach individuals and families how to cultivate 
a garden at home to help increase access to healthy food. We have 
pledged US$150,000 in emergency funding for food banks and food 
relief charities in communities across our North American operating 
areas. In the Montney area alone, we have donated to food banks in 
Sexsmith, Hythe and Beaverlodge and to the Grande Prairie Regional 
Emergency Partnership. 
           During these uncertain 
times, we believe that it 
is important to keep our 
community engaged, 
active and learning new 
skills. Thanks to Ovintiv’s 
support we are now able to 
provide an opportunity for 
our community members to 
enjoy the healthy benefits of 
growing their own food.
Anna Underwood
Wembley Healthy 
Communities Initiative
Education
Community Life
Environment, Health and Safety
When the Fox Creek School, located in Alberta, Canada, needed a new 
computer router, our Duvernay team donated the funds to assist with the 
purchase. This piece of technology provides the K-12 school a new way to 
collaborate and access knowledge and will help meet the future learning 
needs of Fox Creek’s students. Ovintiv has partnered with the Fox Creek School since 2014.
Energy & Education  
Go Hand in Hand
Committed to Cleanup 
for 22 Years
In Utah, our employees engage in an annual trash cleanup project 
throughout the city of Myton. Our field team collected 10 tons of trash from 
the roads and ditches near our operations during the 2019 cleanup. As the 
largest oil producer in Utah, we have participated in this community event 
for the past 22 years.

54  |  2019 Sustainability Report
Community Engagement 
In addition to our nonprofit partnerships, we have 
dedicated local team members focused on listening and 
responding to community concerns in our operating areas.
Our community relations team members 
engage directly with residents, stakeholders 
and local government officials to answer 
questions and discuss our operational 
processes and plans.   
Across our operating areas, employees and 
suppliers work under our Courtesy Matters® 
program that focuses on courteous and 
respectful behavior throughout all stages 
of our operations. This includes responding 
to community concerns regarding noise, 
light, traffic and dust in a prompt and 
respectful manner. Neighbors or community 
members can report any concerns through a 
dedicated email address or phone number. 
In the Farmington area of British 
Columbia, Ovintiv partnered with 
a local industry group to better 
understand the noise sources that 
impact area residents most. This 
group identified ways to reduce 
operational noise and has worked 
collaboratively to promote change 
within our industry’s operations. 
We significantly reduced our trucking 
needs by switching to pipeline 
networks in certain operating 
areas. Pipeline transport allows 
liquid or natural gas to flow through 
underground pipes instead of being 
trucked to different destinations. By 
reducing our truck traffic, we also 
decrease our potential for spills, 
tailpipe emissions, traffic congestion, 
dust and noise on area rural roads. 
We have invested considerable resources 
to minimize our site lighting disturbance in 
Canadian operating areas, with the goal 
of keeping the illumination within leased 
boundaries. On permanent facilities, 
we continue to explore ways to reduce 
lighting impacts on-site, starting with 
facility design. For our temporary sites, we 
are working to use fewer generator and 
light tower combinations which helps to 
reduce the cumulative light impact and 
noise. Addressing lighting concerns must 
be balanced with the safety and security of 
our employees, and solutions are assessed 
carefully on a site-by-site basis. 
Committed to Continuous Improvement 
To best serve our neighbors, we commit to reducing the unavoidable impacts of our operations through education, innovation 
and taking action when needed. 
Education
Innovation
Action

55  |  2019 Sustainability Report
Ovintiv’s commitment to human rights 
is guided by international and national 
standards, including: 
UN Guiding Principles on Business  
and Human Rights.
UN Universal Declaration of  
Human Rights.
UN’s recognition that access  
to water is a human right.
International Labor Organization’s 
Declaration of Fundamental 
Principles and Rights at Work.
Organization for Economic 
Development Guidelines for 
Multinational Enterprises.
All applicable federal, state and 
provincial laws and regulations.
Upholding Human Rights  
We recognize the fundamental importance of human 
rights and the need for all of us to ensure these rights are 
upheld. Our respect for human rights is embodied in the 
way we operate and conduct ourselves—guided by our 
foundational values of safety, integrity, respect and trust.
Ovintiv is a sponsor for Truckers Against Trafficking (TAT), an 
organization that works to disrupt human trafficking networks by 
asking truck drivers to look for and report signs of human trafficking. 
Truckers are the eyes and ears of our nation, driving on highways that 
often act as transportation paths for traffickers. 
With operations across North America, we are in a unique position to 
positively drive change. Our relationships with our suppliers provide us 
with a platform to raise awareness about this issue and encourage 
our partners to support TAT’s efforts to combat human trafficking.
Respect for human rights is reflected in our 
Business Code of Conduct, Supplier Code 
of Conduct, Human Rights Policy, and other 
policies and practices and in how we interact 
with each other and our stakeholders. These 
codes and policies apply to all employees, 
contractors, service providers and suppliers.
Our Human Rights Policy provides a method 
for anyone to report concerns or complaints 
through an anonymous, third-party  
Integrity Hotline. 
If issues are identified, Ovintiv will investigate, 
address and respond to these concerns. 
Violations of our human rights standards 
are serious offenses that may result 
in termination, penalties or other legal 
remedies. 
As our governments continue their work to 
protect human rights locally and globally, we 
are doing our part to advance human rights. 
Joining the Fight Against 
Human Trafficking

56  |  2019 Sustainability Report
As defined in our Human Rights Policy,  
our commitment to human rights means that we:
Human Rights Commitments
•
•
•
•
•
•
•
•
•
•
•
Prohibit all forms of slavery, compulsory and forced labor, 
human trafficking and child labor.
Ensure that anyone working on our sites is legally authorized  
to do so.
Understand the important role our industry can play in 
identifying and preventing human trafficking through increased 
employee awareness while working with our suppliers to 
engage in programs to prevent human trafficking.
Promote a respectful workplace and do not tolerate any 
workplace harassment, including sexual harassment or bullying.
Protect and promote women’s rights and gender equality.
Do not tolerate any threats or acts of violence toward any of our 
employees or contractors at any of our locations.
Prohibit discrimination or harassment based on race, color, 
religion, national or ethnic origin, sex, parenthood, sexual 
orientation, gender identity or expression, age, disability, veteran 
status or other ground protected by law.
Comply with all applicable laws and regulations on freedom 
of association and collective bargaining. We recognize our 
employees’ rights to join organizations for the purposes of 
engaging in collective bargaining.
Respect an individual’s right to privacy and commit to ensuring 
compliance with all applicable privacy and data security laws.
Will not be complicit in human rights abuses or violations of 
human rights laws.
Will conduct a risk assessment for human rights related issues 
and take steps to mitigate when we enter a new operating area.

57  |  2019 Sustainability Report
Respecting the Rights 
of Indigenous Peoples  
We recognize the unique rights of Indigenous peoples and 
are committed to working with them to address concerns 
and any potential operational impacts on their rights. 
We foster relationships with Indigenous communities 
in the areas where we operate by partnering with local 
organizations and participating in community programs. 
Our Indigenous Relations Guidelines outline 
our commitment to working with Indigenous 
communities on economic development and 
community investment focused on wellness, 
education and cultural preservation. 
Continuing the 
Dialogue on Water 
Stewardship 
Maintaining a balance between water stewardship 
and meeting water demand for energy development 
is critical across our operations. Specific to our 
Montney Cutbank Ridge resource play in Canada, we 
engaged with Treaty 8 First Nations to create a water 
education program in local First Nations communities. 
The program promotes an understanding of 
our approach to watershed management while 
enhancing the water monitoring skills of individuals 
serving as Indigenous watershed stewards. It also 
allows for valuable dialogue with the Indigenous 
communities near our operations. 
An Indigenous watershed steward monitors 
streamflow and collects and provides data to Ovintiv 
so we can make timely and responsible water 
We also recognize the principles set out 
in the UN Declaration on the Rights of 
Indigenous Peoples. Indigenous cultural 
awareness training is available to all staff, 
and we support indigenous programs 
through our community investment initiative.
management decisions. This helps to protect 
streams in the region and supports our efforts to 
responsibly source water for our operations.

58  |  2019 Sustainability Report
Careers
Our success is a direct result of the talent of our team  
and our ability to work together to achieve company 
goals. We work hard to put our best ideas into  
action—making energy development more 
advanced, efficient and safer than ever before.
Our Workforce
Every person on our team is expected to share 
ideas and make a meaningful contribution to our 
company’s success. Our talented workforce is 
the reason we’ve built a reputation for delivering 
industry-changing advancements, technologies 
and results. We have a history of hiring top industry 
talent and are committed to retaining  
our hardworking and dedicated people. 
We seek talent from both within and outside of our 
industry, recruiting prospective employees who will 
excel in our unique culture. Approximately 33% of our 
engineers were recruited through our college intern 
and new graduate program.
Our compensation philosophy is anchored by two key objectives: delivering market-competitive 
pay and benefits and rewarding short- and long-term performance. 
Our compensation program is designed to attract and retain the talent necessary to achieve 
our business strategy by rewarding individual and company performance. All employees have 
the ability to earn a discretionary bonus based on company performance as measured by our 
corporate scorecards.
Key Employee Benefits
Employee and family 
assistance program
Annual allowance
Company-funded savings plan;  
company contribution is  
8% of base salary
Long-term 
incentive program
Employee charitable 
donation match
Financial education tools 
and assistance
Investment plan (Canada) or 401(k) 
plan (U.S.); company match is  
up to 5% of employee contribution
Competitive medical and  
dental benefits, plus additional  
insurance coverage
Post-retirement benefits
Compensation and Benefits
            The average  
       tenure of our 
employees is more 
than eight years 
and our voluntary 
turnover rate was 
7% in 2019.

59  |  2019 Sustainability Report
Employee Learning 
and Development  
Recruiting, developing and retaining our workforce is vital to 
our success today and in the future. We believe in providing 
opportunities for our employees to grow with us, including 
professional development and training programs. 
Employee growth at Ovintiv is more comparable 
to a lattice than a ladder. That means our 
employees can grow vertically, horizontally or 
diagonally—complementing our agile culture  
and the evolving demands of our business. 
Employee development is reflective of our 
business strategies, as well as our culture and 
values. While technical capabilities are role 
specific, business and leadership skills span the 
organization. We support the development of 
these skills through on-the-job work experience, 
networking, mentoring and collaboration and 
formal training. We encourage our employees 
to take an active role in their professional 
development as outlined in our framework. 
In 2019, we transitioned to a new learning 
management system, Workday, to offer 
training content through a single, easy-to-use 
platform. Within this system we host more 
than 130 courses, both computer-based 
and instructor-led options. To date, our 
employees have completed more than 
10,000 courses. This system supports both 
our EH&S training and our professional 
development opportunities. 
Business Strategies
Leadership
70%	 On-the-Job 
Work Experience
10%    Formal Learning
20% 	Collaboration 
and Networking
Culture & Values
Technical
Business
Develop
Skills & Capabilities
Through Opportunities

60  |  2019 Sustainability Report
Partnering to Grow,  
Learn and Innovate  
Our culture promotes collaboration as a way for 
employees to network, grow, drive innovations and 
improve outcomes. We encourage cross-functional 
sharing by providing communications tools, processes 
and events for connection.
Ovintiv’s internal collaboration forum, 
the Shale Technology Exchange, brings 
together technical staff to present, debate 
and share ideas and solutions that drive 
our operations forward. The forum, which 
includes presentations and technical talks 
from members of Team Ovintiv, enables 
employees to build relationships, share  
ideas and drive enhancements in well  
results and costs..  
We also offer LINK, an inclusive network that 
invites all employees to come together as 
equals and share their diverse thoughts, 
perspectives and approaches. Sponsored by 
executive leadership, LINK follows through on 
its name—leveraging inclusion, networking 
and knowledge—by providing employees 
with an opportunity to connect with peers 
to problem solve, innovate and overcome 
challenges with confidentiality and trust.  
This connection also encourages networking 
across our organization and advances 
employee development.
Mentoring Circles is our informal peer-to-peer mentoring program. Through this initiative, we 
match coworkers interested in connecting and collaborating as a way to grow personally and 
professionally. In 2019, 250 employees enhanced their networking experience by participating in 
Mentoring Circles.

61  |  2019 Sustainability Report
Diversity and Inclusion 
Ovintiv values diversity at all levels of our organization and  
we work intentionally to increase diversity among our team. 
By increasing the diversity of our prospective 
employee pools, both internally and 
externally, and participating in STEM 
programs targeting more diverse students 
in junior and high school, we continue to 
advance and strengthen our workforce. 
Our human resources team also hosts a 
cross-functional working group with the goal 
of exploring employee and talent pipeline 
diversity challenges, particularly increasing 
gender diversity in field, technical and trades 
Ovintiv leaders Vineeta 
Maguire, vice president, supply 
management services, and 
Kim Williams, vice president, 
environment, health and safety/
regulatory/security, were 
recently named honorees for 
The Manufacturing Institute’s 
2020 STEP Ahead Awards.
The STEP Ahead Awards 
acknowledge women 
in science, technology, 
engineering and production 
careers who exemplify 
leadership within their 
companies and communities. 
These women are making 
a difference in the areas 
of advocacy, mentorship, 
engagement and 
management.
Vineeta was also recognized on 
International Women’s Day by 
the Supply Chain Management 
Association of Canada (SCMA) 
as one of 100 Influential Women 
in Canadian Supply Chain.
Vineeta and Kim have both 
made important contributions 
to our success and are valued 
leaders at our company.
positions. This working group provides 
recommendations on how we can create  
a more diverse and inclusive workplace. 
Specific to gender diversity, we actively 
facilitate professional development 
opportunities for our female employees 
and review gender equity data as it 
relates to our internal staffing, succession, 
development and compensation programs. 
As part of this analysis, we highlight areas 
where unconscious bias may exist. 
Employees Honored for Leadership
All  
Employees
70%
81%
78%
55%
59%
30%
19%
22%
45%
41%
Senior 
Leadership Group
Executive 
Leadership Team
Age 
Diversity
Employee 
Distribution
U.S.
Canada
40 and 
Over
Under 
40
Vineeta 
Maguire
Vice President,  
Supply Management 
Services
Kim 
Williams
Vice President, EH&S
As of December 31, 2019
2,572
Employees

62  |  2019 Sustainability Report
2019 Performance Data Table
We used 2018, the first year that combines both Ovintiv and Newfield results, as our performance 
baseline for the most accurate year-over-year comparison.  
Safety
Total recordable 
incident frequency 
rate (total 
workforce)1
Total recordable 
incident frequency 
rate (employees)
Total recordable 
incident frequency 
rate (contractors)
Lost-time injury 
frequency rate  
(total workforce)
Lost-time injury 
frequency rate 
(employees)
Lost-time injury 
frequency rate 
(contractors)
Fatality rate 
(employees)
Fatality rate 
(contractors)
Motor vehicle 
incident rate
EH&S training rate 
(employees)
EH&S training rate 
(contractors)
Process safety 
event frequency
Community
Proved reserves in or 
near areas of conflict2
Probable reserves in or 
near areas of conflict2
Proved reserves in 
countries that have 
the 20 lowest rankings 
in Transparency 
International’s Corruption 
Perception Index
Probable reserves in 
countries that have 
the 20 lowest rankings 
in Transparency 
International’s Corruption 
Perception Index
Number and duration of 
non-technical delays
Careers
Total staff
Women board 
members
Women in total 
workforce
Women in management
Women in senior 
leadership
Women in executive 
leadership
Voluntary employee 
turnover
Employees unionized
0.21
0.34
0.20
0.05
0.08
0.04
0.00
0.00
0.16
10.66
3.70
0.02
0.29
0.26
0.29
0.07
0.10
0.06
0.00
0.00
0.16
14.65
6.98
0.03
#
#
%
%
%
%
%
#
%
%
%
%
Number/ 
days
2,572
2
30
26
19
22
7
0
0
0
0
0
0 / 0
2,065
2
35
26
21
43
4
0
0
0
0
0
0 / 0
Events X 200,000
Total exposure hours
Events X 200,000
Total exposure hours
Events X 200,000
Total exposure hours
Events X 200,000
Total exposure hours
Events X 200,000
Total exposure hours
Events X 200,000
Total exposure hours
Events X 200,000
Total exposure hours
Events X 200,000
Total exposure hours
Events X 1,000,000
Total miles driven
Training hours 
provided
Total number of 
employees
Training hours 
provided
Total number of 
contractors
Events X 200,000 hours
Total exposure hours
	
METRIC 	
UNIT	
2019	
2018
	
METRIC 	
FORMULA	
2019	
2018

63  |  2019 Sustainability Report
Air 
4, 5
GHG intensity
Methane intensity
Total GHG emissions 
(scope 1)
Indirect GHG 
emissions (scope 2)6
Total methane 
emissions
Total methane 
emissions
Methane as a 
percentage of  
scope 1 emissions
Total flare volume
Total vent volume
NOx emissions
SO2 emissions
Water
Total fresh water 
consumed 
Volume of produced 
water and flowback 
fluid generated 
Volume of produced 
water and flowback 
fluid injected into 
injection wells  
Volume of produced 
water and flowback 
fluid recycled 
Hydraulically fractured 
wells for which there is 
public disclosure
Regions with high 
or extremely high 
baseline water stress7
Spills
Hydrocarbon spills 
greater than 1 bbl 
that reached the 
environment
Hydrocarbon spills 
greater than 1 bbl 
that reached the 
environment
Hydrocarbon spills 
recovered 
Hydrocarbon spills 
in the Arctic
Hydrocarbon spills 
in the Arctic 
Hydrocarbon spills 
impacting shorelines 
with ESI rankings 8-108 
Hydrocarbon spills 
impacting shorelines 
with ESI rankings 8-108
Waste
9
Nonhazardous liquid
Hazardous liquid
Nonhazardous solid
Hazardous solid
Metric tons 
(CO2e/Mboe)
Metric tons 
(CH4/Mboe)
Metric tons 
CO2e
Metric tons 
CO2e
Metric tons 
CO2e
Metric tons
%
MMscf
MMscf
Metric tons
Metric tons
#
bbls
bbls
#
bbls
#
bbls
Thousand  
cubic meters 
(m³)
%
%
m³
m³
Metric tons
Metric tons
20.80
0.15
5,956,212
424,944
1,070,483
42,819
18.0
13,669
1,723
23,268
7,493
25
834
742
0
0
0
0
17,694
25,919
15,385
8,306
100
21
175,233
1,034
112,309
283
20.90
0.15
5,623,772
391,092
1,033,529
41,341
18.4
11,926
1,222
20,700
5,909
17
688
486
0
0
0
0
19,844
22,358
12,993
8,326
100
-
382,207
3,997
185,705
281
#
Significant fines or 
penalties related to 
the environment or 
ecology3
0
0
Environment
	
METRIC 	
UNIT	
2019	
2018
	
METRIC 	
UNIT	
2019	
2018
1. 	 Recordable injuries include fatalities, permanent total disabilities, lost 
work cases, restricted work cases and medical treatment cases.
2. 	Per SASB definition of conflict areas.
3. 	Significant is any fine or penalty more than $10,000.
4. 	Intensity metrics calculated using gross production. Gross  
production is defined as the 8/8ths wellhead production for wells  
we operate before royalties and working interest adjustments  
(excluding divested assets).
5. Calculated using locally regulated methodology or locally recognized 
industry standards.
6.	Indirect emissions are based on electricity usage at facilities  
and vary depending on energy source.
7. 	2019 was our first year to conduct water stress analysis using  
the WRI Aqueduct tool.
8. 	Per SASB reporting standard.
9. Waste data is for Canadian operations only.
2019 Performance Data Table
Thousand  
cubic meters 
(m³)
Thousand  
cubic meters 
(m³)
Thousand  
cubic meters 
(m³)

64  |  2019 Sustainability Report
Making Modern Life Possible for All	
EM-EP-320a.2
Message from Our Chairman and CEO	
EM-EP-320a.2	
SOC-5, CCE-1
Company Overview
Our Approach to ESG	
EM-EP-320a.2	
CCE-1, CCE-2
Recognizing the UN Sustainable Development Goals	
	
CCE-1, CCE-2,  
	
	
ENV-3, SOC-15
A History of Responsibility and Transparent Disclosure	
	
CCE-1, CCE-2
A Focus on ESG Materiality	
	
CCE-1, CCE-3
Governance Structure	
	
GOV-1, GOV-2
Board Composition and Oversight	
	
GOV-1, GOV-2, GOV-3
Board Committees	
EM-EP-320a.2, EM-EP-540a.2	
GOV-1, GOV-2, GOV-3	
Governance Best Practices	
EM-EP-510a.2	
GOV-1, GOV-2, GOV-3
Executive Compensation
Defining How We Do Business	
EM-EP-510a.2	
GOV-3, SOC-2, SOC-3,  
	
	
SOC-7, SOC-8, SOC-12
Cybersecurity	
EM-EP-540a.2	
GOV-2
Political Advocacy and Involvement	
	
GOV-5, GOV-4
Measuring EH&S Performance	
EM-EP-320a.1	
ENV-6
EH&S Strategy and Performance Management	
EM-EP-320a.2	
GOV-2, SOC-9
Employee Training	
	
SOC-7
Learning from EH&S Incidents	
	
ENV-6
Workplace Safety and COVID-19	
EM-EP-320a.2	
SOC-4
Industry-Leading Safety Culture	
EM-EP-320a.2	
GOV-2
Empowering Employees	
EM-EP-320a.2	
GOV-2, SOC-7
Driver Safety	
EM-EP-320a.2	
GOV-2, SOC-7
Employee Health	
EM-EP-320a.2	
SOC-4
Partnering with Suppliers	
EM-EP-320a.2	
SOC-2, SOC-14
Measuring and Managing Our Emissions	
EM-EP-110a.3, EM-EP-320a.2, 	
GOV-2, CCE-1,  
	
EM-EP-530a.1	
CCE-2, CCE-4, CCE-5, 
	
	
CCE-7, ENV-5
Emissions Reduction Best Practices	
EM-EP-110a.3	
GOV-2, CCE-1, CCE-2,  
	
	
CCE-3, CCE-4, CCE-5,  
	
	
CCE-7, ENV-5
Reducing Emissions through Technology and Design 	
EM-EP-110a.3	
ENV-5
Partnering for Effective Climate Change Policy 	
EM-EP-530a.1	
CCE-1, CCE-2
Impactful Change through Collaboration	
EM-EP-530a.1	
CCE-1, CCE-2
Leak Detection and Repair	
EM-EP-110a.3	
CCE-1, CCE-2, CCE-5 
Reducing the Need to Flare	
EM-EP-110a.3	
CCE-7
OVERVIEW
GOVERNANCE
EH&S
SAFETY
ENVIRONMENT
2019 Disclosures Index
	
REPORT LOCATION	
SASB METRIC	
IPIECA METRIC

65  |  2019 Sustainability Report
Task Force on Climate-Related Disclosures	
EM-EP-110a.3	
GOV-1, CCE-1, CCE-2
TCFD / Governance	
EM-EP-110a.3	
GOV-1, CCE-1, CCE-2
TCFD / Risk Management	
EM-EP-420a.4, EM-EP-540a.2	
GOV-1, CCE-1, CCE-2,  
	
	
CCE-3, CCE-4
TCFD / Opportunities	
EM-EP-530a.1	
CCE-1, CCE-2
TCFD / Strategy	
EM-EP-530a.1	
CCE-1, CCE-2
TCFD / Climate-Focused Scenario Analysis	
EM-EP-420a.1, EM-EP-420a.4	
CCE-1, CCE-2
TCFD / Metrics and Targets	
EM-EP-110a.3	
CCE-1, CCE-2, CCE-4
Water Stewardship and Protection	
EM-EP-140a.1, EM-EP-160a.1	
ENV-1, ENV-2
Protecting Groundwater During Hydraulic 	
EM-EP-160a.1	
ENV-2, ENV-6 
Fracturing Operations
Responsible Products and Chemical Disclosure	
EM-EP-160a.1	
ENV-6, ENV-7
Initiative and Innovation in Our Hydraulic 	
EM-EP-160a.1	
CCE-3, CCE-6 
Fracturing Operations
Preventing Spills	
EM-EP-160a.1	
ENV-6
Site Assessment and Conservation	
EM-EP-160a.1, EM-EP-160a.3	
GOV-2, ENV-3, ENV-4
Waste Management	
EM-EP-160a.1	
GOV-2, ENV-7
Naturally Occurring Radioactive Materials	
EM-EP-160a.1	
ENV-7
Seismicity	
EM-EP-160a.1	
ENV-7
Investigating Industry Challenges, Together	
	
CCE-5, ENV-1, ENV-5,  
	
	
SOC-9, SOC-10
Community Investment	
EM-EP-210b.1	
SOC-9, SOC-13, SOC-15
Community Engagement	
EM-EP-210b.1	
SOC-9, SOC-12, SOC-13
Upholding Human Rights	
EM-EP-210a.3	
SOC-1, SOC-2, SOC-3, 
	
	
SOC-4, SOC-8
Human Rights Commitments	
EM-EP-210a.3	
SOC-1, SOC-2, SOC-3,  
	
SOC-4
Respecting the Rights of Indigenous Peoples	
EM-EP-210a.3	
ENV-1, SOC-1, SOC-4,  
	
	
SOC-9, SOC-10
Our Workforce	
SOC-4	
Compensation and Benefits	
	
SOC-4
Employee Learning and Development	
	
SOC-7
Partnering to Grow, Learn and Innovate	
	
SOC-7
Diversity and Inclusion	
	
SOC-4, SOC-5
	
EM-EP-110a.1, EM-EP-110a.2, 	
CCE-4, CCE-5, CCE-7, ENV-1,  
	
EM-EP-120a.1, EM-EP-140a.1, 	
ENV-2, ENV-5, ENV-6, ENV-7,  
	
EM-EP-140a.2, EM-EP-140a.3, 	
SOC-4, SOC-5, SOC-6,  
	
EM-EP-160a.2, EM-EP-210a.1, 	
SOC-7, SOC-9 
	
EM-EP-210b.2, EM-EP-320a.1,  
	
EM-EP-510a.1, EM-EP-540a.1
	
	
 
	
	
 
	
	
 
	
	
ENVIRONMENT
COMMUNITIES
CAREERS
2019 PERFORMANCE 
DATA TABLE
2019 Disclosures Index
	
REPORT LOCATION	
SASB METRIC	
IPIECA METRIC

66  |  2019 Sustainability Report
a) Describe the board’s oversight of 
climate-related risks and opportunities.
b) Describe management’s role in 
assessing and managing climate-related 
risks and opportunities.
a) Describe the climate-related risks and 
opportunities the organization has identified 
over the short, medium and long term.
b) Describe the impact of climate-related 
risks and opportunities on the organization’s 
business, strategy and financial planning.
c) Describe the resilience of the 
organization’s strategy, taking into 
consideration different climate-related 
scenarios.
a) Describe the organization’s processes for 
identifying and assessing climate-related 
risks.
b) Describe the organization’s processes for 
managing climate-related risks.
c) Describe how processes for identifying, 
assessing and managing climate-related 
risks are integrated into the organization’s 
overall risk management.
a) Disclose the metrics used by the 
organization to assess climate-related 
risks and opportunities in line with its 
strategy and risk management process.
b) Disclose Scope 1, Scope 2, and if 
appropriate, Scope 3 greenhouse gas 
(GHG) emissions and the related risks.
c) Describe the targets used by the 
organization to manage climate-related 
risks and opportunities and performance 
against targets.
Board Committees,  TCFD / Governance
Governance
Measuring and Managing Our Emissions, 
Reducing Emissions through Technology 
and Design, Partnering for Effective Climate 
Change Policy, Impactful Change through 
Collaboration, Leak Detection and Repair, 
Reducing the Need to Flare, TCFD / Risk 
Management
TCFD / Risk Management, TCFD / Strategy
TCFD / Strategy
A Focus on ESG Materiality, Measuring 
and Managing Our Emissions, TCFD / Risk 
Management, TCFD / Strategy
Measuring and Managing Our Emissions, 
Emissions Reduction Best Practices, 
Reducing Emissions through Technology 
and Design, Partnering for Effective Climate 
Change Policy, Impactful Change through 
Collaboration, Leak Detection and Repair, 
Reducing the Need to Flare and TCFD / Risk 
Management
A Focus on ESG Materiality, TCFD / Risk 
Management and TCFD / Strategy
Measuring and Managing 
Our Emissions, TCFD / Metrics and Targets, 
2019 Performance Data Table
2019 Performance Data Table
Measuring and Managing 
Our Emissions, Impactful Change through 
Collaboration, TCFD / Metrics and Targets
Governance
Disclose the organization’s 
governance around climate-
related risks and opportunities. 
Strategy
Disclose the actual and 
potential impacts of 
climate-related risks 
and opportunities on the 
organization’s businesses, 
strategy and financial 
planning where such 
information is material.
Risk  
Management
Disclose how the organization 
identifies, assesses and 
manages climate-related 
risks.
Metrics  
and Targets
Disclose the metrics and 
targets used to assess 
and manage relevant 
climate-related risks and 
opportunities where such 
information is material.
Task Force on Climate-related 
Financial Disclosures
	
TCFD RECOMMENDATIONS	
DISCLOSURE DESCRIPTION	
REPORT LOCATION 
	
DISCLOSURES

67  |  2019 Sustainability Report
Footnotes:
$305M Non-GAAP Free Cash Flow - From page 5
a.	 Non-GAAP Cash Flow and Non-GAAP Free Cash Flow – Non-GAAP Cash Flow (or Cash Flow) is defined as cash from 
(used in) operating activities excluding net change in other assets and liabilities, net change in non-cash working 
capital and current tax on sale of assets. Non-GAAP Free Cash Flow (or Free Cash Flow) is Non-GAAP Cash Flow in 
excess of capital expenditures, excluding net acquisitions and divestitures. Management believes these measures 
are useful to the company and its investors as a measure of operating and financial performance across periods 
and against other companies in the industry, and are an indication of the company’s ability to generate cash to 
finance capital programs, to service debt and to meet other financial obligations. These measures may be used, 
along with other measures, in the calculation of certain performance targets for the company’s management 
and employees.
b.	 For more information on our Non-GAAP Cash Flow measure, please visit our website: https://investor.ovintiv.com/
quarterly-reports
2.2 BBOE Proved Reserves (60% Liquids) - From Page 5
a. Reserves stated on an SEC basis. 2.3 billion barrels of oil equivalent of NI 51–101 Proved Reserves after royalties. 
Liquids includes crude oil and natural gas liquids.

370 17th Street, Suite 1700
Denver, CO 80202  
sustainability@ovintiv.com
investor.relations@ovintiv.com
www.ovintiv.com
ADVISORY REGARDING FORWARD-LOOKING STATEMENTS – This document contains certain forward-looking statements or 
information (collectively, “forward-looking statements”) within the meaning of applicable securities legislation, including the United 
States Private Securities Litigation Reform Act of 1995. Forward-looking statements include: vision of being a leading North American 
energy producer; statements with respect to the company’s strategic objectives; statements regarding the company’s operational 
flexibility, capital discipline and ability to respond to evolving industry conditions; anticipated success of and benefits from technology 
and innovation; ability to repeat and deploy successful practices across the company’s multi-basin portfolio; anticipated benefits 
from various partnership, joint venture and other arrangements; ability to integrate financial, environmental, social and ethical 
considerations to successfully execute on the company’s business strategy; the impact of COVID-19 to the company’s operations; 
statements regarding the company’s 2021 compensation program and the incorporation of climate-related performance metrics 
therein; and outlook of the oil and gas industry generally. Forward-looking statements involve assumptions, risks and uncertainties 
that may cause such statements not to occur or results to differ materially from the estimated or anticipated events or results 
expressed or implied in such forward-looking statements. For additional information on such assumptions, risks and uncertainties, 
please consult Ovintiv’s most recent annual and quarterly reports, which can be obtained by accessing Ovintiv’s profile on EDGAR at 
www.sec.gov or SEDAR at www.sedar.com. Although Ovintiv believes such forward-looking statements are reasonable, there can be 
no assurance that they will prove to be correct.
 68  |  2019 Sustainability Report