Ladies and gentlemen, welcome to the Enbridge Incorporated Q2 2023 Financial Results Conference Call. My name is Abby, and I will be your operator for today's call. At this time, all participants are in a listen-only mode. Following the presentation, we will conduct a question-and-answer session for the investment community. If you would like to ask a question during that time, simply press the star key followed by the one on your telephone keypad. If you would like to withdraw your question, press star one a second time. Please note that this conference is being recorded. I will now turn the call over to Rebecca Morley, Director of Investor Relations. Rebecca, you may begin. Good morning, welcome to the Enbridge Q2 2023 earnings call. My name is Rebecca Morley, and I'm the Director of the Investor Relations team. Joining me this morning are Greg Ebel, President and CEO; Pat Murray, Executive Vice President and Chief Financial Officer; and the heads of each of our business units: Colin Gruending, Liquids Pipelines; Cynthia Hansen, Gas Transmission and Midstream; Michele Harradence, Gas Distribution and Storage; and Matthew Akman, Renewable Power. As per usual, this call is being webcast, and I encourage those listening on the phone to follow along with the supporting slides. We'll try to keep the call to roughly one hour, and in order to answer as many questions as possible, we will be limiting questions to one plus single follow-up if necessary. We'll be prioritizing questions from the investment community, so if you're a member of the media, please direct your inquiries to our communications team, who will be happy to respond. As always, our investor relations team will be available following the call for any follow-up questions. On to slide two, where I'll remind you that we'll be referring to forward-looking information during today's presentation and question-and-answer period. By its nature, this information contains forecast assumptions and expectations about future outcomes, which are subject to the risks and uncertainties outlined here and discussed more fully in our public disclosure filings. We'll also be referring to non-GAAP measures summarized below. With that, I'll turn it over to Greg Ebel. Thank you, Rebecca, good morning, everyone, and thanks for joining us. I'm excited to be here today to review our strong Q2 results and provide a business update. I'll start off by doing a midyear check-in on some of our key priorities that we laid out for you at our Investor Day. I'll then take you through some updates from our four businesses and provide highlights from our 22nd annual sustainability report. I'll also highlight how our industry-leading, diversified cash flow profile underpins our strong balance sheet and will continue to support Enbridge as a first-choice investment opportunity. Pat will then walk you through the financial performance, our capital allocation priorities, and growth outlook. Lastly, I'll close with a few key takeaways, and as always, the Enbridge team is here to address any questions you may have. Q2 was a really good quarter for Enbridge. We saw high utilization across our assets and had strong financial results consistent with our expectations. This performance puts us on track to meet our full-year EBITDA and DCF per share guidance. Our balance sheet is in great shape. We have a high investment-grade credit rating, and we exited the quarter at 4.5 times debt to EBITDA, the very low end of our targeted range of 4.5-5 times. We are pleased to have reached a settlement in principle with shippers on the Mainline tolling early in the quarter, which was great news for us, our customers, and the industry overall. We will provide an update on next steps when we discuss our business units. On growth, we made good progress on our U.S. Gulf Coast crude oil strategy by extending and upsizing Flanagan South open season, where we saw very strong interest for customers for that pipeline service. We also sanctioned new storage capacity with Enbridge Houston Oil Terminal, or EHOT, enhancing the competitive profile of our Mainline system to deliver Canadian oil to the U.S. Gulf Coast. We have filed a partial settlement on our utility rebasing application, which includes important matters and has been verbally approved by the OEB panel. We expect a final outcome on 2024 rates by Q4. This will provide benefits to our investors and customers and will support Ontario's population growth, energy affordability, and economic growth in the province. We continue to see growth opportunities in our renewable business and anticipate reaching FID on certain U.S. onshore development projects by year-end. We're pleased that NextDecade reached FID on phase one of their Rio Grande LNG facility. We are in the process of obtaining necessary permits and regulatory approval for our Rio Bravo pipeline project and plan to start construction in 2025. We've executed over $1 billion of accretive tuck-in M&A year to date. In liquids, we increased our ownership and acquired operatorship of Gray Oak Pipeline, which delivers crude to our world-class export facility at Ingleside. In gas transmission, we enhanced our North American LNG export strategy by closing the Tres Palacios Natural Gas Storage acquisition and acquiring Aitken Creek Natural Gas Storage facility, which we expect to close in Q4. Lastly, we continue to sustainably return capital to our shareholders. All in all, a great start to the year, as mentioned, we are on track to achieving our financial guidance, and we are making good progress on our growth commitments, which include all forms of energy across our premier franchise. We continue to believe that all forms of energy will be required for years to come. Natural gas and oil will remain critical components of our energy supply in all energy transition scenarios that balance the energy trilemma of reliability, sustainability, and affordability. Our asset network is large, diverse, and unmatched, providing opportunities to grow each of our base businesses, while our customer relationships, diversified asset footprint, and capabilities open up new opportunities for lower carbon investments. Let's take a closer look at some of the recent highlights in our business units, which support our low-risk pipeline utility model. Let's start with liquids. In Liquids Pipelines, the Mainline system remains highly competitive. We saw record volumes in the H1 of the year and extended and upsized a binding open season for the Flanagan South Pipeline. FSP will approach being 90% long-term contracted, reinforcing strong utilization of Mainline infrastructure, delivering barrels into Chicago and downstream infrastructure serving the U.S. Gulf Coast, including the Seaway Pipeline and Enbridge Houston Oil Terminal. The liquids system really is one of a kind. It provides attractive transportation access to approximately 75% of North America's refining capacity. As mentioned, we reached a win-win-win Mainline tolling agreement in principle with our customers in May. This was the result of committed engagement and negotiation by both our team and the shipper representatives. The settlement will provide utility-like returns and aligns with customers' desire for safe, reliable service at a competitive toll. A key feature of the agreement is a performance collar that will allow Enbridge to earn a return on equity between 11% and 14.5% on a capital structure of 50% equity and 50% debt. This collar mechanism incentivizes us to control costs and maximize throughput to earn in the upper part of the ROE range, while also providing some downside protection in the event of extreme volume disruptions. Cash flows generated by the asset will be protected from inflation, with O&A and power expense escalators set to begin in mid-2024, with annual increases thereafter. In terms of next steps, we expect to jointly finalize the settlement with industry and submit an application for its approval to the Canada Energy Regulator by October, with the expectation that the new tolling settlement could be approved and implemented later this year. Line 5 has made a few headlines over the past few months, so I thought I'd spend a few moments addressing our position on what's happening in Wisconsin. We were pleased that the Federal District Court agreed that Line 5 continues to operate safely and is critical infrastructure, delivering life-saving energy to millions of consumers downstream. 3 years ago, we filed for a 41-mile reroute in Wisconsin to relocate the pipeline off the Bad River Band's land. We believe the pipeline can be relocated in the 3 years, provided regulatory approvals are obtained in a reasonable timeframe. As a reminder, the new Mainline tolling agreement also provides support for investment in both the Line 5 reroute planned in Wisconsin and the tunnel project proposed in Michigan. Line 5 continues to operate safely and reliably. We look forward to working with the Bad River Band, regulators, and other stakeholders to relocate Line 5 with no service disruption expected. Looking at our Permian strategy, the Enbridge Ingleside Energy Center is turning out to be an all-purpose Swiss Army knife. It is indeed a one-of-a-kind terminal with the largest crude export capacity in North America, on-site storage, and a suite of lower carbon development opportunities, including renewable power. We've seen record quarterly volumes at the facility and our Gray Oak Pipeline, confirming our belief that a full-path service for our customers from the Permian to Tidewater is a highly attractive competitive offering. In March, we signed an LOI with Yara to jointly construct a blue ammonia production facility at Ingleside that is backed by a long-term offtake agreement. We're also planning to construct a carbon capture and sequestration hub in the region as part of our previously announced partnership with Oxy Low Carbon Ventures. A key competitive advantage of the terminal is ownership of two pipelines, Cactus II and Gray Oak, that deliver Permian crude to the facility. We are looking to expand Gray Oak Pipeline by up to 200,000 barrels per day with an open season planned for later this year. Additional capacity will provide customers with access to low-cost, integrated value chain that provides operational synergies and the lowest cost to Tidewater from the Permian. Let's move on to some of the exciting developments in our gas transmission business. In the U.S., we are excited about NextDecade announcing a final investment decision on the first three trains to export LNG from their Rio Grande LNG facility at the Port of Brownsville. This allows us to advance our Rio Bravo Pipeline project, which will supply 100% of the feedstock gas to the terminal and is a key part of our U.S Gulf Coast strategy. We are in the process of obtaining necessary construction permits and notice to proceed from FERC for the project, with commercial operations expected in 2026. We recently closed our acquisition of the 35 BCF Tres Palacios Gas Storage Facility, further supporting LNG customers along the Gulf Coast. We've seen recontracting rates move significantly higher, and permitting is underway to expand the facility by up to 6.5 BCF, and we will work with our customers to deliver more capacity in the next 12 to 24 months. Currently, we provide service for 15% of the export capacity on the Gulf Coast through four LNG facilities operating in the region, and we expect to grow that position to about 30% of the market share by 2030. In the U.S. Northeast, we've identified significant and scalable expansion capability on Texas Eastern, which cuts through the heart of the Appalachian Shale. Our Appalachia to Market projects are a perfect example of this, and we look forward to helping Appalachia Gas reach the growing markets for all gas in all directions. In Canada, the engineering work on Woodfibre LNG is progressing on schedule, and we expect to set our preferred return early next year. On our West Coast pipeline system, we're progressing $5 billion of investment on the T-North and T-South systems to feed West Coast LNG terminals and other industrials in the Pacific Northwest. On T-North, we'll be looking to relaunch a binding open season for a second expansion of that BC Pipeline system by year-end. You recall that we were acquiring Aitken Creek Gas Storage. Closing is on track to occur later in 2023. This asset is well-positioned and will enhance our service offering to our customers and support our LNG export strategy in British Columbia. Now let's take a look at our gas distribution business. We are expecting another strong year of customer growth. We're on track to achieve more than 42,000 new customers, with 21,000 added year to date. Ontario's population is expected to grow by over 2 million people over the next 10 years, making natural gas critical to meeting customer energy demand. On the industrial side, there are a few economic alternatives to natural gas to meet demand. We're seeing tremendous growth opportunities across all sectors. On the rebasing application, we have held the settlement hearing for our new incentive rate application for the period of 2024 to 2028. We negotiated a partial settlement on important matters such as operating rate base and operating costs, with recommended approval by the OEB staff. There are still some important items that need to be settled, including equity thickness and depreciation, but we expect a regulatory decision by year-end and plan to enact new rates on January 1st, 2024. Our focus on cost optimization and reliable service has allowed us to consistently achieve above the base ROE, as you can see in the chart on the right. We have a long track record of working under incentive rate mechanisms, providing quality, safe service and predictable rates for our customers, while also allowing us to achieve premium returns within the parameters set by the regulators. The Ontario government recently announced, and I quote, "Natural gas will continue to play a critical role in providing Ontarians with a reliable and cost-effective fuel supply for space heating, industrial growth, and economic prosperity. With developments in energy efficiency and low-carbon fuels such as RNG and low-carbon hydrogen, the natural gas distribution system will help contribute to the province's transition from higher carbon fuels in a cost-effective way." End quote. We agree with the Ontario government and believe renewables will also grow rapidly and be critical to meeting global emissions targets. Renewable growth cannot be sustained without being closely intertwined with the natural gas's intermittency and peak fail-safe for consumers. Speaking of renewables, let's take a look at some of the developments in our renewable business. We're making good progress on our French offshore wind projects under construction. Over 1 GW of new generation is expected to be online by 2025. At Fécamp, the first turbines have been installed, and at Provence Grand Large, all floaters have been secured. We are tracking on time and budget, with both projects expected to be fully in service by the Q1 of 2024. Calvados continues to make good progress and is tracking on time and budget. In North America, we have more than 4.5 GW of onshore projects in development. A portion of these projects will come online by 2025, with some expected to reach FIDs later this year. All projects have to pass our strict risk-return parameters, so don't expect us to make undisciplined investments just for the sake of growth. Our behind-the-meter strategy is continuing to gain traction. Our first solar self-power project came online in 2021, and we now have six in service, three of which came online in 2023, with more than 30 MW of capacity. With technology improvements, rising renewable energy credits, prices, and tax incentives, more of these developments are producing strong returns and help reduce our emissions footprint. On that note, we published our 22nd annual sustainability report. Let's move on to that next. The report highlights our longstanding focus on sustainable practices and our industry-leading performance across environmental, social, and governance issues. We expanded our methane reporting, included more detail on scope three emissions, enhanced our climate lobbying reporting, and outlined progress made on our Indigenous Reconciliation Plan. We're making good progress on the targets we laid out. To date, we've reduced our GHG emissions intensity by 27% compared to a 2030 target of 35% and have achieved 18% of our net zero emissions goal for 2050. In our workforce, diversity and inclusion remain a focus, with 31% identifying as women and 25% as racial and ethnic groups. We're making good progress on these priorities and remain committed to such improvements. On governance, our board is more diverse than ever. Our chair is Pamela Carter, an accomplished Black woman who brings extensive experience and sound business judgment. Across the company, we have integrated emission reductions considerations into our day-to-day operations, capital allocation processes, and aligned executive compensation to performance against our ESG strategies. Our low-risk business model continues to deliver predictable results in all market cycles. Let's walk through our first choice value proposition. Enbridge has an industry-leading cash flow profile, which supports our resilient business model. Our cash flow is diversified across four large businesses, and approximately 98% of our expected 2023 EBITDA is underpinned by regulated assets or long-term take-or-pay contracts. About 51% of that is what we call take or paid plus, meaning the assets are underpinned by long-term agreements with inflation protection and cost-sharing provisions, including the new Mainline tolling settlement, which will now have a collared floor early. About 47% of our EBITDA is low risk and utility-like, with limited variability. Earnings from these regulated assets have a prescribed rate of return on deemed equity thickness. Our high-quality cash flow profile has little to no commodity exposure and volume risk, while having a high degree of assets earning regulated returns with cost pass-throughs. This underpins our low-risk business model, which is very similar to a utility, allowing us to carry somewhat higher leverage than our pure midstream peers. 95% of our customer base is investment-grade, and 80% of our EBITDA comes from assets with built-in inflation protection against rising costs. This cash flow predictability supports our strong access to capital and allows us to maintain our strong investment-grade credit rating. Financial conservatism remains a key priority and is a hallmark of how we've delivered consistent returns for shareholders. We've actually delivered attractive total shareholder returns of approximately 12% per year for more than 20 years, driven by capital appreciation and consistent dividend growth. As we just highlighted, our diversified low-risk pipeline utility model produces reliable cash flows to support these returns, maintain a strong balance sheet, and extend our dividend growth track record. Over the medium term, we expect to grow EBITDA by about 5% per year by incorporating conventional infrastructure investments, as well as finding lower carbon opportunities throughout the business. Sustainably returning capital to shareholders is also a key part of our value proposition, and we expect that to continue in the future. Now let me turn things over to Pat to walk you through our quarterly financial results, our capital allocation priorities, and our growth outlook. Thanks, Greg. Good morning, everyone. I'm excited to walk you through our Q2 results. Strong operational performance resulted in an 8% increase in EBITDA year-over-year. In liquids, the Mainline performed well again. We hit a new record for Q2 throughput, with ex-Gretna volumes averaging almost 3 million barrels per day, up over 200,000 from the same quarter in 2022. The Mainline also benefited from the recognition of a lower provision against the interim CTS/IJT toll this quarter as compared to the same period last year. After we came to agreement in principle on the Mainline tolling and knew the exact impact on the interim toll, we didn't need to accrue as much of a provision in the Q2 as we had previously. Finally, in liquids, contributions from higher ownership in the Gray Oak and Cactus II pipeline increased U.S. Gulf Coast and Midcontinent results. At GTM, our lower ownership interest in DCP Midstream, as a result of the transaction with Phillips 66, impacted our results year-over-year. This was partially offset by the acquisition of the Tres Palacios storage facility and favorable recontracting on our U.S. gas transmission and storage assets. Our utility business was down in the quarter. This was primarily due to the timing of storage and transportation margin. As noted in Q1, this is reversing some favorability from earlier in the year and will continue into the back half of this year. Our renewable business benefited from St. Nazaire coming into service at the end of last year. That was partially offset by slightly lower wind resources and lower European power pricing. At Energy Services, a number of our transportation commitments expired during Q1, market backwardation has improved compared to the same period in 2022. Below the line, higher interest rates on floating-rate debt and timing of maintenance capital, as well as higher controlling interest distributions from our strategic new partnership with the Athabasca Indigenous Investment Group, partially offsets the stronger operational performance of the business. Our results are driven by the diversity and scale of our assets and highlight the low-risk nature and predictability of our financial and operational performance. With a great H1 of the year, let's talk about how we're tracking to our guidance. I'm pleased to be reaffirming our 2023 financial guidance again this quarter. We expect strong utilization and operating performance across all of our businesses to continue. However, as we expected, the lower Mainline toll coming in effective July first and higher financing costs due to increased interest rates will be minor headwinds, and we expect these to play out primarily in the Q3. As we think about the rest of the year, let me remind everybody about the seasonality in our business. Q1 and Q4 are typically our strongest financial quarters due to higher gas flows during winter on both our gas transmission and distribution systems. As well, we experience higher deliveries on our liquid system outside of turnaround season. In terms of risk management, we've had almost all of our U.S. dollar DCF exposure at around 137, and our floating rate debt exposure is much less than 5% now. This increases our confidence in our financial projections for the balance of the year. Now, let's look beyond this year to our medium-term outlook. We're also happy to reaffirm our medium-term outlook, and there is no change to what we laid out at our Investor Day. The first bucket of growth will be a big focus of our company over the next little while. We recently settled on new tolling frameworks for BC Pipeline and Texas Eastern. We're in the process of finalizing the Mainline tolling agreement, and the utility rebasing is expected to be in place for January 2024. Although these agreements are similar to their predecessors, we're incentivized through all of them to optimize under each agreement, which will help us to achieve our low capital growth rate. In the second bucket, we're advancing opportunities to build out our secured organic growth projects. With NextDecade reaching FID on Rio Grande LNG, we added the Rio Bravo pipeline to our secured backlog. On the open season front, we advanced our FSP and Texas Eastern open seasons and are still planning a T-North one by year-end. Finally, we continuously look at opportunities for both organic growth and opportunistic tuck-in M&A. We continue to execute the strategy put forward at Enbridge Day, and we'll effectively allocate capital to deliver growth. Let's talk about those capital allocation priorities. As I step into the CFO role, I want to reiterate that our capital allocation strategy is unchanged. Q2 debt to EBITDA was 4.5 times, and we expect to exit 2023 within the lower half of our target range, leaving us room to execute on our secured capital program. We continue to return capital to shareholders through a sustainable and growing dividend and opportunistic share repurchases. Our financial flexibility and predictable cash flow provides us with approximately $6 billion a year of investment capacity and will allocate capital only to the best opportunities in front of us. Let's turn to that secured growth program. Today, our secured growth program sits at $19 billion. It is diversified across our businesses and the regions that we operate and is expected to be deployed over about the next five years, which helps to mitigate against inflationary cost pressures. New to our backlog this quarter is the addition of the Rio Bravo Pipeline, with construction expected to begin in 2025. NextDecade's FID on the first three liquification trains of Rio Grande LNG was the trigger for us to continue construction planning on this project. When we announced this project, our original cost estimate of $1.2 billion was for a two-train build. We're currently refining our three-train engineering estimate and expect to update our capital costs by year-end. We expect to place approximately $3 billion of capital into service for 2023 and have already announced $1.1 billion of tuck-in M&A year to date, with the final one closing, that being Aitken Creek, later this year. I'll turn it back to Greg to wrap up. Thanks, Pat. As we wrap up here for questions, I want to leave you with a few key takeaways. Enbridge's resilient, low-risk business model is supported by our scale, diversification, and high-quality cash flows, which positions us to withstand market volatility and deliver predictable results. Returning capital to shareholders remains a key focus through sustainable dividend growth and opportunistic share repurchases. We're confident in our ability to achieve our growth outlook by optimizing the business, adding to our visible growth backlog, and executing additional tuck-in M&A. Our premium growth profile, incorporating conventional infrastructure investments and lower carbon opportunities, supports dividend growth, long-term shareholder returns, and positions us as a first-choice investment opportunity. Thank you. Now let's open the lines for your questions. Thank you. We will now begin the question-and-answer session. As a reminder, if you would like to ask a question, press star one on your telephone keypad. If you would like to withdraw your question and remove yourself from the queue, press star one a second time. We will pause for just a moment to compile the Q&A roster. We will take our first question from Jeremy Tonet with JPMorgan Chase. Your line is open. Hi, good morning. Morning, Jeremy. Just wanted to track, I guess, you know, results this year. It seems like a strong H1, where there was about just almost $8.5 billion of EBITDA, and want to square that versus the guide of, you know, $15.9-$16.6. Do you see yourselves tracking the high end of the guidance or above, or should we be thinking about items in the H2 that would make the H2 lower than the H1? Anything to think about there? Yeah, maybe I'll, I'll start there, Jeremy. Good question. Yeah, it was a very strong, H1 of the year. I think as Pat laid out, we've got a few little headwinds for the last half of the year, I think being right in the middle of that range is the right place for us. Remember, the Q4 is a big quarter for us, you know, whether it's weather or volumes, those will impact where we, where we, finally land. Don't want to get ahead of the Q4 of mother nature, but feeling good about the, about the quarter, where we are for the year, these projects coming in. I think sticking in the middle of that range is probably the right place to be today. Again, let's see how the Q4 goes. ... that, that can be a benefit sometimes. Got it. And we- That's helpful there. I apologize, go ahead. Just one more question if I could. We've seen some, some big moves in the kind of the midstream landscape, strategic action by competitors, consolidation, among others. Just wondering if you have any updated, you know, strategic views for Enbridge moving forward. Anything to call out there? Well, you know, Jeremy, I think we're in a great spot. I think what you're seeing out there is that, you know, breadth matters, size matters, the portfolio matters. I think increasingly, you're starting to see that premium valuation should go to companies that can play all parts of the energy evolution. You know, we've got the liquids business, we've got the gas transmission business, and the distribution business, and renewables, and increasingly some new energy technology. Those are increasingly both vertically and horizontally connected, and we think that's gonna matter more and more. You think about, you know, the renewable business, as we said, doesn't survive without a good, strong gas business, of which, as you know, we serve 20-25% of the volumes. The liquids business increasingly connected not only on the export side, but things like ammonia and blue ammonia and CCS. That's important to have that all together. The LNG export business, you need transmission on that front. Then on the distribution side of things, things like hydrogen or renewable natural gas, not only a benefit on the transmission side, but also for GDS. I think, you know, there may be some companies, there are definitely some companies that do not have that type of portfolio breadth. But when you do, I think you're in a sweet spot there. I wouldn't read too much into, you know, some people selling assets and such. I don't think people have the same type of portfolio setup that we have, and I think the market's coming to us from that valuation perspective. Got it. Just to be clear, no, no split in the outlook, going forward here? Look, we're always looking at that, but I do not see... Again, I'd go back. That seems to be a dissynergy for a company like Enbridge, which actually, again, has that complementary aspects of multiple parts of the business. Again, the liquids business has elements that are actually connected to things like ammonia and CCS and the gas business, and the distribution business has connections to new energy technology, so I do not see that. Of course, we're always looking at making sure that we've got things structured to get premium valuation, but I think the market has recognized we deserve a premium valuation because of that vertical and horizontal integration that goes on today. If that changed, we'd look at it, but I just don't see that today for a company our, of our breadth, size, and diversity, and frankly, low risk diversification as well. Got it. Thank you very much. Thanks, Jeremy. We will take our next question from Robert Catellier from CIBC Capital Markets. Your line is open. Hi, good morning, thanks for the presentation. I just wanted to focus on the liquids side a little bit here, specifically how the Ingleside terminal is being leveraged to effectively to pull through volumes from the rest of the system. Maybe you could just touch on the competitive situation for the export terminals, please? Colin's right here, so I'm just gonna turn it over to Colin. Sure. Thanks, Greg. Hey, thanks, Robert. Yeah, you're exactly right. The Ingleside terminal is our, kind of our flagship anchor asset for our Permian strategy, meant to be differentiated, highly competitive, from a number of reasons, as you know, dredge depth, distance to blue water, loading rate. We're now dredged, and we can load VLCC up to 1.6 million barrels per day. That, that all just drops nickels and dimes off the, you know, the marginal barrel, and competitive net back for our customers. We've got capacity, as we've talked about, to expand the storage and the, and, and the docks there. That's all in our plan. Then the vertical integration, which Greg just kind of spoke about more broadly, we've got that going on in the Permian as well with Gray Oak now. We've taken operation of Gray Oak. We've expanded a little bit. We're gonna have offerings in the market here in Q3 at both Ingleside and Gray Oak for expansions. Watch for those. Got our eye out for further tuck-ins along the value chain. I think during the quarter, Ingleside exported a quarter of U.S. oil and record volumes, so it's all trending favorably, Robert. Colin, just to clarify, I'm curious the extent to which the possible offerings in the market for Ingleside in the H2 are contingent on a successful Flanagan South open season? No, they're, they're disconnected. Okay. Yeah. Thank you. Ingleside largely being driven by the Permian, right? Flanagan largely by the Canadian group. You might be thinking about EHA, Robert, which we're sanctioned. We're gonna build that at the terminus of Seaway, which would interact with Flanagan South and Seaway. Right. Thank you. Thanks, Robert. We will take our next question from Linda Ezergailis with TD Securities. Your line is open. Thank you. Just looking forward to the H2 of the year and thinking about your investment capacity, you've announced about $1.1 billion of M&A and then now the Rio Bravo pipeline. Do you expect to announce approximately $6 billion of new secured capital opportunities this year? If not, might that inform what level of opportunistic share buybacks, or do you expect those capital commitments to be a little bit lumpy year-over-year, some years more over $6 billion versus less? I think the way to think about that, Linda, and Pat can chime in here, too, is you're right, we've got this $6 billion of capacity each year. Half of that's going to already the secured projects. Think about that in future years, that'd go to Rio. That doesn't go against the $3 billion of capacity we have to do things like opportunistic share buybacks, which we did a little bit of that in the Q2, or acquisitions, like the $1 billion we've done year to date. Inevitably, the first $3 billion on secured projects is gonna be a little bit lumpy, but I'd separate it out more in that sense. Think about $6 billion, $3 billion for secure projects and $3 billion for other opportunistic pieces. Pat, I don't know if you'd add anything to that. Yeah, I think the only thing I'd add to that is that, in that kind of second bucket of $3 billion, you know, those will be a little bit lumpy, opportunistic as we go through them, and we're not gonna do anything just to fill that bucket. We're gonna make sure we pick the best project. You know, you think of Rio Bravo, which we just added, that spend will be a couple of years out primarily, so it's not really impacting our capacity in the current year. So we'll continue to look at various, capital allocation, purposes, to see where we can spend some of that, some of those dollars. It can be a little lumpy, Linda, just what are the opportunities out there and what's the timing of spend as we go forward? Okay, thank you. Just as a follow-up quickly, what are you seeing in terms of opportunistic tuck-in acquisitions in terms of volume, quality, pricing, nature, where they are on the value chain and geography? Any, any observations in terms of how things are trending on that front would be appreciated. Yeah. Well, fortunately, given our size and breadth and as I talked about this balanced portfolio, we get to see everything. I mean, people come to us and show us assets all the time, which allows us to be really picky and make sure that anything we do actually fits right down that fairway of low risk, pipeline, utility-like, cash flows, and solid returns and accretion. We're seeing everything. Now, you know, you saw in the H1 of the year, picking up pieces from joint venture partnerships, things like Gray Oak and Cactus II, we picked up pieces, and then the two storage assets, very complementary as well. Some of those are being sold by corporate, some of them are being sold by, by PEs, that maybe need a monetization or, or liquidity event. We've got that, as you mentioned, that $3 billion of capacity to be able to execute on those. I'd say they're right across the board. I don't think there's any part of the energy value chain where people aren't trying to think through how to trade out assets. Sometimes they need to do that. That's opportunistic for us as well from a pricing perspective. Then, of course, as long as it fits into that, that value proposition that we have, low risk, utility pipeline side, we feel we've got the ability to go out and execute. Thank you. Thanks, Linda. We will take our next question from Robert Kwan with RBC Capital Markets. Your line is open. Morning. Very well. Let me just start on cap- Oh, morning. Just to maybe start with capital allocation. You, you've pushed back previously on the need for and desire for large-scale deals, but just on the tuck-in M&A, and, and you have executed on that this year, do you see the tuck-in acquisitions solely being linked to that $3 billion of discretionary annual capital allocation, or could you see that, those tuck-ins in aggregate being at a level that would require external equity? Yeah, well, I guess I'd say, I don't think that's been our focus to date. Look, we've got that $6 billion in investment capital a year, and some of which can be used for acquisition, and that gives us a lot of flexibility to do the transactions that we've seen to date, that meet that low-risk, accretive pipeline, utility-like deals. I don't see us doing big corporate-to-corporate deals. I guess we're always open to things, but that's, I think the tuck-in route to date has been the right one for us. Got it. If I can turn to guidance, and so you're highlighting that the lower Mainline toll is a headwind, but then you also noted in the results that you took a lower provision against the Mainline IJT in the Q2. Can you just talk about the dynamic there, and if the lower toll is a headwind for Q3, why is it not for Q4 and, and for that matter, into 2024? I think maybe I can take that, Robert. It's Pat. On the provision side of things, if you think about the timing of when the agreement principle kind of came to be in that April, end of April timeframe, we got more clarity on kind of what the interim toll amount would be, and as a result of that, we were pretty well provided by the end of Q1, so didn't have to book as big a provision for Q2 here before the toll goes down a little bit on July 1st. That was really just getting us kind of trued up to what that difference would be in relation to the interim total. As you talk about go forward, if you step back to when we announced the actual transaction, it was well within where we were looking for this year. We kind of laid out a waterfall to help understand how we get, how we get to the level we have. It'll be a little bit lumpy this year, like you're noting, in that the tolls go down a bit for Q3, Q4. Really, probably all we're noting in Q3 specifically is, like, Q3 tends to be a little bit of a lower volume period as well. Q4, it all usually pops back up. Then, you know, the agreement was right in line with what our views were of 2024 and 2025 when we guided back in, I guess, it was early December last year. Okay, that's great. Maybe I'll take some of that offline. Thank you. We will take our next question from Theresa Chen with Barclays. Your line is open. Good morning. Wanted to touch on your Tres Palacios expansion, and just generally, your long-term outlook for natural gas storage, especially in the U.S. Gulf Coast. How much can you further expand by, how do you see yourself positioning in this integral, you know, portion of the value chain as we go forward? Do you see more tuck-in opportunities here? Yeah, we're big storage fans, for sure, so good question. Cynthia, you want to take that? Sure. Thanks, Theresa. We, of course, are very excited about the opportunities. We have the ability currently to expand Tres Palacios by 6.5 BCF. There's an expansion, one of the caverns that's coming into service this fall, so that positions us well. As you mentioned, in that southern Texas area, these assets, you know, this is the southernmost salt storage dome in that area. The other thing we really liked about the Tres Palacios assets was the header system that ties in and that interconnectivity that that gives us into that market. When it comes to that ability to continue to expand, we are looking at that. We're also looking at how we can optimize with the rest of our assets and, and how we'll operate the Tres Palacios assets. How can we do wheeling? How can we do parking loans? That kind of thing as we look to optimize the operations there. You know, we'll continue to look at whether we can do some small upgrades to the existing infrastructure there to increase our, our storage capacity as well. The other thing that, as we've noted before, we've seen is that the pricing has started to be a little bit more positive in storage. We're continuing to monitor that, and we think in the long term, there will be incremental opportunities to invest in incremental storage in Texas in particular. Yeah, you know, I think that big ambient temperature swing that the LNG players have to manage is really starting to show the value of storage there, too. You know, if you talk to the Cheniere and folks like that, I think they'd verify just the thesis that Cynthia just laid out. A good time to have bought those assets in. Good to have the flexibility to do that, and I think it's gonna match up really nice with a lot of Cynthia's assets. The other thing I think, when you think about storage assets, as we move to forward with carbon capture and sequestration, that's gonna put premium valuation on storage as well, too. Like the assets that we have and the several hundred BCF of storage that we've got right across North America. Thank you. Then turning to the liquid side, can you talk about the time frame for the Gray Oak expansion? You're running open season in the fall, and I believe it's primarily pump work. How quickly can the 200,000 barrels per day come online, and are you still contemplating a further extension from Sweeny to the Houston area? Yeah, Theresa, Colin. Yeah. I think you're right. We've been sounding the market on quantum and destination. Recall, Gray Oak is a bit unique. It's not just a straight bolt, and it goes to both Corpus and the Houston Sweeny area, so it's kind of unique that way. We plan to launch that officially here in Q3, so that's still on track. You know, up to, I think, a 200,000 barrel a day expansion, and we're looking at in-service dates in early 2025. Thank you. Thank you. We will take our next question from Patrick Kenny with National Bank Financial. Your line is open. Yeah, good morning. I'm wondering if you could provide any comments on Alberta's announcement here to pump the brakes on approving renewable power projects, and whether or not you're seeing a, a growing trend of political and regulatory pushback across some of the other jurisdictions in which you operate? If this heightened focus on affordability and grid reliability might cause any slowdown in reaching FID on your renewable backlog, or on the flip side, you know, increase your desire to own natural gas-fired generation assets going forward? Yeah, definiteMly. Matthew's on the phone, so I'll get him to respond, but I think you've kind of just made the thesis yourself of why you want to have all aspects of this energy value chain, and also why governments are really giving a thoughtful approach about how are they gonna be able to manage this transition. I believe, Matthew, you're right here, so why don't you take that one? Hey, Pat, thanks for the question. Yeah, we don't have anything in Alberta under late development that gets held back by, by this. So it doesn't affect the FIDs. Those would be in the U.S., where we have a very robust late development program. You know, the next step there would be in the ERCOT area. You know, bigger picture, I think for the renewable business, you're right. I think some of the reclamation and timelines issues aren't just in Alberta, I mean, other places. I think there's gonna be a real advantage for larger companies with scale and financial strength, which is what we've got. So I think that positions us well. I think reliability is another theme, I mean, we're gonna need more battery storage, but also gas-fired power. We don't have any intentions to invest in that, but you can't, you can't take gas-fired power out of the equation. You need it for backup and reliability for a long time. I think just more generally, you know, this just shows the pace of transition is, is not unconstrained. That's why we, we love our renewable business, but obviously like Greg said, it's, it's great to be diversified across, uh, conventional, which has a very long life, and, and the renewable stuff. Greg? You know, the only other thing I'd add is in, you know, Colin's business is one of the largest power users in just about any jurisdiction we operate in. This focus on affordability is really important to us and makes our liquids lines increasingly competitive. You know, even where there's elements, which things like the Mainline, there's elements of pass-through on power, we wanna make sure that whatever that power is, however it comes, that it's cost competitive across jurisdiction in North America. I, I think this balanced approach of governments and starting to focus on affordability, security, and reliability makes sense. Again, I, I just wanna reiterate, that's exactly how we've structured the company for a long time to be able to react to those pieces and create value right across that value chain. Hey, Pat, it's Colin. I'll jump in there. Okay ... too, just a couple of examples. Liquids Pipelines interacts with 75 utilities across a bunch of provinces and states, and we see this tension everywhere, right? Affordability, competitiveness, we also wanna green the grid. Yeah, we, we get a front row seat to that everywhere. Okay, that's great. Thanks for all those comments. Just a quick one for Pat here, just on the rising financing costs. Curious how you're thinking about your rate reset pref shares within your capital stack, if there might be any refinancing opportunities coming up, or perhaps other levers you might be able to pull to help, you know, mitigate the headwinds on distributable cash flow? Yeah, I mean, it's a, it's a fair question with rates continuing to go up. It's something we look at, the optimization of our overall capital structure, our overall interest costs. You know, we have a pretty disciplined hedging program that we use to make sure that we're risk managing what the out years of our plan look like. We'll continue to do that. We'll look for opportunistic times to, to hedge, like we saw a bit in Q1 when there was a bit of a upset in the banking market in the U.S. It was a great time to put some hedges on. It was probably at a lower rate than, than we had expected. We'll look at the, the whole set, Pat, just to see what the most opportunistic and most efficient way of managing our capital is, and the press will play into that or the hybrids. Pat, just a reminder, though, that right across most of our businesses, you know, definitely in things like the gas pipelines, in the West Coast, gas transmission or gas distribution, Colin's business, many places we have interest pass-throughs, right. Yeah, there's always a little bit on that front, but we've got a lot of coverage. There may be a little timing lag, but ultimately, it goes into that regulated rate of return that's so prominent across the portfolio. Thanks, everybody. I'll leave it there. Thanks. We will take our next question from Rob Hope with Scotiabank. Your line is open. Good morning, everyone. Just one for me. In the prepared remarks, you mentioned, you know, expansion of Texas Eastern through Appalachia to meet demand in all regions. As you take a look at the increasing LNG demand off the Gulf Coast, as well as, you know, increasingly congested pipelines, you know, how do you view your pipeline's ability to continue to draw volumes from kind of the Northeast all the way down to the Gulf Coast, and kind of what expansions are you looking for? Yeah, thanks for the question, Rob. You know, our assets, they're in a great location, and we are supporting both the U.S. Northeast as, as well as the Gulf Coast. We continue to look at how we can optimize that infrastructure. Greg pointed out the Appalachia to Market II that we're currently doing to optimize in Pennsylvania. We had an open season that we're still working with the customers on Appalachia to Market III. So that whole idea of continuing to look at these brown field opportunities where you can optimize the system with, you know, a little bit of looping, some changing of the compression, that kind of opportunity. We're always working with our customers, you know, when it comes to, how do we make sure the infrastructure that we have is optimized? There will be opportunities to look at how we can put those incremental volumes in. At some point, we will see both with the increased demand for LNG export, a need for new pipe infrastructure. Fortunately, in that area in Louisiana and Texas, there will be opportunities that you can pipe that infrastructure in. In the U.S. Northeast, we'll continue to look at how we can optimize the overall capacity when it comes to providing that flexibility, particularly for peaking. There are opportunities for, you know, the winter storage with small projects there. A lot of work to look at how we can optimize our infrastructure and add more capacity. Thank you. We will take our next question from Praneeth Satish with Wells Fargo. Your line is open. Thanks. Good morning. If I, if I look at the CapEx backlog, I mean, clearly the focus here is on natural gas and renewables CapEx. There's kind of less spending earmarked for Mainline. I guess just how do you think about conceptually the desire to maintain rate base at Mainline versus letting it decline and spending that capital elsewhere? I, I know you have the ROE collar that protects you, but just curious how you think about that. Yeah, Praneeth, it's Colin. Yeah, I think there, there's ongoing rate base investments. We, we probably haven't built them all out on this, this chart per se, but, I mean, a good example would be the Line 5 reroutes that we talked about earlier in Wisconsin and Michigan. Those will be included in rate base, and I think we, we disclosed that as part of the Mainline tolling agreement. That, that's a pretty, pretty good example. There'll be continued investment along the way, maintenance, capital, and growth capital in that regard, and I think there's also opportunity to expand the Mainline here. Again, we withdrew those from the Mainline negotiation, but we'll bring those back to the fore here once we've approved the... The, the regulators approve the Mainline deal. I think, whether you think about it as insurance egress or just actual egress, other systems could go down, and we've seen what happens to netbacks in the base when that happens. That's, that's still very much a strategy we have, and our customers are interested in that as well. You know, it's, it's we're still strong believers that through the end of the decade, you're gonna see 500,000 barrels a day, call it, in growth out of Western Canada. Our pipeline, as Colin points out, travels by 75% of all the refineries. We can get people to the Gulf Coast. I think there's gonna be plenty of opportunity, and, you know, obviously we're gonna do those in the most capital-efficient way that serves the customer. I, I, I have no doubt we're gonna continue to see that growth, particularly when the alternatives, A, don't have as competitive a toll structure, and B, have a lot more difficulty in adding incremental volumes versus what we can do with that system. That's, that's helpful. Then as my follow-up, you know, when you look at your Permian strategy, you, you mentioned a couple of times the potential for, for tuck-ins. I guess, what gaps do you see in your strategy at this point where you feel like you need to do additional M&A, and what would acquiring an asset do for you versus contracting for space on third-party lines and saving on that CapEx? I guess maybe if you could just talk through the benefits of acquiring versus leasing capacity at this point. Yeah, I think both can work. I think we generally like operatorship. I'll tell you, obviously you see that in things like picking up pieces of Gray Oak and taking on the operatorship. I think that allows us to optimize across the value chain, both for our investors, but even equally important, if not more important, for our customers. I think we'd prefer to do that. You could see... I mean, generally, we like large, large-diameter pipe, but I guess you could get back. We don't have as much gathering, but, you know, we're pretty careful on that type of type of investment on the on the Permian side. We could also look at, you know, can you do more out of Ingleside? Could you do some on the NGL side or other products from an export perspective? Again, making sure we don't get caught up in any, any commodity risk, and we can structure it as pipeline, that'd be my initial take, Colin. Yeah, you got it, and the lease option's very much on the table. We could lease our way into the Houston market. We're currently still thinking about connecting Gray Oak over to ECHO. Yeah, I think, I think, I think you're right. You know, we're not hell-bent to spend capital. We're interested in returns on the capital. There aren't any, there aren't any gaps per se, but we're gonna optimize the system and grow and protect the franchise. Thank you. Thank you. We will take our next question from Ben Pham with BMO. Your line is open. Hi. Thanks, good morning. Morning, Ben. Let me just start off. Hey, good morning. Maybe start off on, on funding, and, and maybe if you can potentially rank order the sources of, of capital, if you do hypothetically exceed that, that $6 billion investment opportunity? Sure, I'll, I'll start. Well, you know, first, obviously, organic growth along our system is probably our best return. You know, if we can add ways to increase the volume without putting a ton of capital to work right across our entire system, whether it's on the liquid side, the gas transmission side, or even on distribution, you know, or renewables, repower kind of stuff. I would say that's the first call, because that's got the greatest return. You know, if you've done our major projects, that you've got the large, secure projects. Now, they take a longer time to go from investment to cash flow, so we wanna balance those. Then you look at the type of M&A we've done to date, stuff that is complementary, additive, and that we can do at a value-enhancing price and mix it into our system, in the way that we've been able to do with a lot of assets. I would point to everything going back to Ingleside, to the Permian pipelines, to, Tres Palacios and, and Aitken Creek. We've got a long history of being able to do that. Then if we can't, find those or the values aren't compelling, we look at things like buying back stock. That's kind of the, the kind of hierarchy and way I would look at it, and it all starts with where do we think we can get the biggest bang for our buck in terms of return on capital and growing the business and extending out and enhancing that low-risk, utility-like, pipeline-like, asset base? That's, that's the way we look at it. That's the way everything gets filtered through, and I think it's been pretty successful in attracting that premium valuation. Pat, I don't know if you'd wanna add more? I think from a funding perspective, one thing I think, Ben, we can think about is that, you know, it could be a little lumpy, a little bit higher in one year, a little lower in another year. We're right at the bottom of our debt-to-EBITDA range, which gives us the capacity to do some things. You know, that mix that Greg's talking about, helps the funding as well, because we've got some that'll be dragged out over a few years, maybe back end of our plan. We can do some things earlier in the year through these kind of tuck-in acquisitions. We feel really good about the funding plan we've got and the optionality. We'll be selective in what we do to make sure that we're doing the highest return, most strategic projects to us as an organization, as we move forward. Can you comment, to follow up, is capital recycling, I know that's not been a huge, huge focus for you guys. I mean, if you've done some opportunistic ones, is that still an effective way to, to fund projects, and if there's a year where you're maybe exceeding that, that $6 billion? Yeah, we've got a, we've got a list we're always looking at, Ben, and, you know, I think some, since 2018, we've done $10 billion of that. Right? Things like Project Rocket not only provide a funding element, but perhaps first and foremost, help, help us to, you know, make sure we're that first-choice partner for various stakeholders and in that regard, things like Project Rocket for indigenous communities. That's definitely always something on the list and, you know, if someone else is gonna value an asset at a higher valuation than we, we, look at, we think nothing about pulling that trigger. That's the benefit of being a very large, wide-breadth, wide-portfolio entity. You've got multiple levers to pull on, and you're not forced to pull on any one. That's why we're focused on not only growing the earnings of the company and the distributable cash flow, keeping the balance sheet in that 4.5-5 range, and as Pat says, we're at the low end, and also making sure that when we need to, we can pull the trigger on divestitures. That's great. Thank you. Thank you. We will take our final question from Brian Reynolds with UBS. Your line is open. Hi. Good morning, everyone. Maybe just, you know, quick follow-up on some of the peer strategic announcements. You know, there's a big focus on costs to help remain more competitive on tolling and to bring some value to the bottom line. Curious if you could just talk about how Enbridge is looking at its broader cost base to remain competitive and perhaps how the Mainline tolling agreement was done in a way to remain competitive with peer pipes. Thanks. Yeah, that's definitely a constant focus here. You know, whether it's in the distribution business, even though, you know, that cost structure ends up flowing through to ratepayers, we think there is. You cannot go wrong by being the lowest-cost provider, and we sure aren't arrogant to think that we're that on every single day, but definitely something that we're looking at right across the business. I think, we're actually, things like the Mainline toll actually incentive to, to make sure that we do that, so that we are in a most competitive position from a cost and service offering perspective, GTM as well. As we, we get these assets, and we tuck them in and integrate them, they may be coming from, you know, a PE or smaller player that has less ability to get those synergistic benefits. It's not a huge element, but when you think of our, you know, 4% or 5% growth focus, we often put that chart out that shows, you know, the first 1% of that growth comes from optimizing our costs and volumes and rate structures and regulatory side of things. It's a big element for us, and we constantly need to look at and make sure that we're, we're ready for the next 75 years, to be quite honest. Next year is the, the company's 75th anniversary as Enbridge. Making sure that we're even better positioned for the next 75 is very much a focus of the company right now. Greg, maybe I just offer a double click on a couple of examples within the cost P&L. Enbridge has a mature supply chain function. We've had one for, for many years across all our businesses. I think that's, that's been helpful on quality and price. Power costs, right? Get our power use down through optimizing flows and modernizing pumps through, through some rate-based growth. Working with, we talked about earlier, electric utilities to find that, that right, tension around affordability, reliability, and greening the grid. We've got a mature, a major projects organization, right? That allows us, again, to optimize quality and price of our capital program. Just a couple of examples there, Brian, on, on, on, on the details around maintaining and improving our cost structure across all, all four businesses. I think it's important not just to focus, we focus on cost a lot, but also the revenue side, which is helpful not only for our shareholder and bottom line, but also our customers, to optimize the amount of volume Colin can get through the liquids line, the availability of the gas system, especially at peak periods, and Cynthia's business, the availability of our wind assets to make sure that they're up and running when the wind and solar is blowing. We focus on both the cost and the revenue optimization side as an enterprise on a daily basis. Great. Appreciate all that, all that color. As my follow-up, just yesterday evening, we saw updated commentary around TMX line fill in August. Just kind of curious if you could just update us with your view of whether this is included in your current guidance expectations. You know, just an updated view on timeline of when you expect volumes to migrate from rail back onto your system. Thanks. Yeah, that's all built into our forecasts. We've been respecting TMX's public disclosures all the way along. If, if it is delayed, that's, that's probably a little upside to our plan in 2023, maybe 2024. Ladies and gentlemen, this concludes the question and answer session. I will now turn the call over to Rebecca Morley for final remarks. Great. Thank you, and we appreciate your ongoing interest in Enbridge. As always, our investor relations team is available following the call for any additional questions that you may have. Once again, thank you and have a great day. Thank you, ladies and gentlemen. We appreciate your participation. This concludes today's conference. You may now disconnect.