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  (Anthony Jenkins/The Globe and Mail)

 

(Anthony Jenkins/The Globe and Mail)

THE LUNCH

Al Monaco: Putting the pipeline business on a new track Add to ...

But if a large part of the population doesn’t want Gateway, how does he reconcile a more open-eared Enbridge with those shouting that they don’t want it? Mr. Monaco says the company has listened, amending the route some 21 times. He also believes it’s beginning to win against its critics: “I do feel that the tide is turning a little bit” – a belief that must be squared with a B.C. Liberal government that is increasingly opposed to the project, and a likely NDP successor that would be pleased to kill it.

In any case, as Enbridge looks to the future, it intends to start speaking sooner with people along its routes, and Mr. Monaco talks about treating projects like “partnerships” with those whose land Enbridge has long dug up, and occasionally expropriated, to build pipelines. He wants more local workers to carry the company flag: “Our best ambassadors are our employees that live in the communities,” he says.

As for Gateway, he doesn’t have a ready answer. There may be a Supreme Court battle. There may be protesters. But he intends to press on. “Look,” he says, “if it takes longer, it takes longer.”

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CURRICULUM VITAE

Personal

Married with three sons, all in their 20s.

Hobbies

He’s in transition: “I used to take great pride in watching [my sons] swim or play hockey. But now that they’re way past that stage, I’ve actually, if you can believe this for me, taken up bike riding.” Considering it’s called the Enbridge Ride to Conquer Cancer, so that makes a bit of sense.

Background

Certified Management Accountant; Finance-focused MBA from University of Calgary Haskayne School of Business.

1981: Joined Home Oil as an analyst in the inventory group – a job that involved learning about how wells were drilled and spending time in the field. Worked his way up the ranks – through corporate finance, international operations, risk management – into the managerial ranks before being laid off when Home Oil was acquired by Anderson Exploration, which lopped off all managers.

1995: Hired by Enbridge, then called IPL Energy, into the corporate finance and risk management department. Cycled through numerous departments, including major projects, green energy, gas distribution, planning and development and financial services.

Oct. 1, 2012: Appointed CEO of Enbridge.

Philosophy on navigating a corporation: “People just need to put their hand up when there’s opportunities to learn new areas. The more areas you can learn, the more you know about the business. And I think that’s what leads to your abiltiy to move even further.”

Most eye-opening position at Enbridge: President of gas distribution. “That’s when I really realized that I enjoyed working with employees and people in the business. I think up until then I probably was known more as a hard driver.” But at gas distribution, “I got a good feel of what it’s like to run an organization that has a lot of stakeholders.”

Other roles

Director at York University Foundation and C.D. Howe Institute

Sits on University of Calgary Board of Governors Investment Committee.

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