“Today is an important day for us as we move forward with [a new] relationship.”

Those are the words of Chief Greg Desjarlais of Frog Lake First Nation, commenting on a unique partnership between energy provider Enbridge and 23 First Nations and Métis communities in northern Alberta.

The partnership, announced at a press conference in September, means Indigenous communities will collectively acquire an 11.57 per cent non-operating interest in seven Enbridge-operated pipelines in Northern Alberta – at a cost of $1.12 billion.

According to Chief Desjarlais what makes this most important is the financial stability this investment will provide for the participating communities.

Al Monaco, Enbridge’s president and chief executive officer, called the deal one of the company’s proudest moments. “We believe this partnership exemplifies how Enbridge and Indigenous communities can work together, not only in stewarding the environment, but also in owning and operating critical energy infrastructure,” Monaco said.

The deal is the largest energy-related Indigenous economic partnership transaction in North America to date – and it’s just one way Enbridge is showing its commitment to reconciliation. The company recently published its Indigenous Reconciliation Action Plan (IRAP), a document that includes 22 commitments and serves as the energy provider’s response to Canada’s Truth and Reconciliation Commission’s 94 Calls to Action.

“I think we have a very strong track record of engagement, relationship building with communities and economic inclusion,” says Kim Brenneis, the Canadian director of community and Indigenous engagement at Enbridge. “This Indigenous Reconciliation Action Plan is a step along that journey, albeit an important one. It’s what allows us to publicly talk about our commitments, and then to report on our progress – and, equally importantly, to refresh the IRAP every couple of years so it stays relevant, timely and impactful.”

Chief Greg Dejarlais of Frog Lake First Nation.SUPPLIED

Enbridge’s IRAP is divided into six pillars: people, employment and education; community engagement and relationships; economic inclusion and partnerships; environmental stewardship and safety; sustainability, reporting and energy transition; and governance and leadership. In each category, the company has identified clear commitments – such as “establish an Indigenous Advisory Group” and “advance opportunities for Indigenous businesses to participate in Enbridge’s supply chain” – with targets and timelines. The plan was developed over the course of nine months with the input of 50 Indigenous individuals from across North America. These individuals, who were already part of the Indigenous communities and groups that the company worked with, offered guidance on what reconciliation means alongside an Indigenous consulting firm and Enbridge’s own Indigenous employees. Indigenous leaders reviewed an early draft of the IRAP to ensure the company’s planned commitments would be both appropriate and impactful.

“Fundamental in a path to reconciliation is understanding the truth and understanding of the history,” Brenneis says. “So, we have an Indigenous cultural awareness program that every employee and contractor has to complete by the end of the year. We’re well on our way to meeting that target. We also have an Indigenous employment program where we’re actively working to remove barriers, encouraging Indigenous people to consider Enbridge for a long-term career, and creating a culture and a place where they’re comfortable and want to be.”

The other important part of Enbridge’s IRAP is its built-in accountability mechanisms, which include hard numbers and incorporating existing commitments. These are important in gauging success and for holding itself accountable, Brenneis explains, because they allow the company to collect data on its overall progress, release public reports on an annual basis, and make updates or incorporate additional commitments as time passes. The company has also committed to forming an Indigenous Advisory Group of political and thought leaders who can provide Enbridge with an Indigenous perspective and offer advice to senior leadership on everything from operations to culture to employment.

The IRAP’s goal, Brenneis says, is “building a stronger, more diversified workforce that reflects the communities where we operate, including on Indigenous lands and traditional territories.”

For Chief Desjarlais, Enbridge’s IRAP, and especially the pipeline deal, represents a new way for Canadian businesses to work with Indigenous communities. Unlike historical dealings between these two groups, this partnership is hoped to benefit Indigenous people for many years to come.

“It’s going to allow us to improve our quality of life,” the Chief says. “It’s very significant that this investment has been made collectively by 23 Indigenous communities that are most directly impacted by the development in the Athabasca region. Under the creators, we’re all one. We’re all his children, and this is what the elders prophesized: that we must work together, and we must care for one another.”