TransCanada's Energy East Pipeline: Managing Aboriginal Relations in the Energy Sector

Guy L.F. Holburn; Bruce C. Anderson; Andre Wilkie

Product #:9B17M009_P

Supplier:Ivey/Hill

Discipline:General Management

Setting:Canada, 2013

Details:Case (PDF) • 22 pages • 2017-02-01

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In October 2013, future prospects for TransCanada’s pipeline project were uncertain, as the company had to find ways to establish and manage relationships with Aboriginal communities along the proposed Energy East pipeline in Canada, particularly in the province of New Brunswick. Following Supreme Court rulings that reinforced the duty to consult and accommodate, Aboriginals came to have a powerful voice in the development of energy infrastructure, creating new requirements for companies wishing to expand into areas subject to Aboriginal title and treaty claims.

Learning Objectives

The case is intended for inclusion in an MBA program and undergraduate strategy courses that include stakeholder management, Aboriginal relations, or energy and infrastructure topics. This case will help students to:

understand the strategic rationale for a project;
understand the concept of the duty to consult and accommodate Aboriginal communities as part of the regulatory approvals process; and
identify the unique nature of Aboriginal communities as stakeholders, in legal terms and in terms of the engagement process required.

TransCanada's Energy East Pipeline: Managing Aboriginal Relations in the Energy Sector

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Learning Objectives