SAYANTO BAGCHI

13BSPHH010890

To roll back a few years, if we look at the beginning of the organisation:20021. Encana is created in 2002 from two Canadian independent oil and gas companies - PanCanadian Energy Corporation (PanCanadian) and Alberta Energy Company Ltd. (AEC)

2. January 2002 : AEC and PanCanadian execute a combination agreementand hold a joint news conference announcing the merger agreement

3. April 4, 2002: AEC shareholders and option holders, and PanCanadianshareholders approve the planned merger of AEC and PanCanadian to form Encana Corporation. The Court of Queen's Bench of Alberta approves the arrangement on April 5, 2002

4. April 8,2002 : Encana shares begin trading on the Toronto Stock Exchangeand New York Stock Exchange under the symbol ECA

HISTORY

2014

Transformative acquisition of Athlon Energy to establish a premier position in the Permian Basin is completed.

Sale of Encana’s Bighorn assets in Alberta for $1.8 billion USD is completed.

Encana Corporation and PrairieSky Royalty complete a $2.6 billion secondary offering.

The $3.1 billion acquisition of approximately 45,500 net acres located in the Eagle Ford shale is completed, creating new oil and liquids producing growth asset for Encana.

Initial Public Offering of PrairieSky Royalty Inc. is completed.

Encana completes sale of its Jonah field operations in Wyoming for $1.8 Billion

Doug Suttles

President & Chief Executive Officer

Joanne Alexander

Executive Vice-President & General Counsel

Sherri Brillon

Executive Vice-President & Chief Financial Officer

David Hill

Executive Vice-President, Exploration & Business Development

Michael McAllister

Executive Vice-President & Chief Operating Officer

Ryder McRitchie

Vice President, Investor Relations & Communications

Mike Williams

Executive Vice-President, Corporate Services

Renee Zemljak

Executive Vice-President, Midstream, Marketing & Fundamentals

Encana has geographically diverse portfolio of assets as well as a highly competitive land and resource position in North America's most promising shale and tight gas resource plays

Implementation of resource play hub to enhance its operation efficiency

Joint venture with state owned, Beijing based PetroChinain Encana’s Duvernay Shale acreage in Alberta

It is named one of the Corporate Knights best 50 Corporate citizens

Good research and development and operational efficiency makes it a leading company

Significant non cash ceiling test impairments

Recorded a net loss primarily attributable to non cash ceiling test impairments

Reduction in profitability of Encana's proved reserves

1. Focus on to the more lucrative liquids resources to gain from the growing liquid fuel consumption across the world.2. Engagement in strategic partnerships with third parties for its various exploration and development activities3. Growing role of natural gas in the global energy mix

1. Company’s revenues, profitability, cash flow, and future rate of growth are highly dependent on Volatile commodity prices2. All phases of the natural gas business are subject to environmental regulation pursuant to a variety of Canadian, US, and other federal, provincial, territorial, state, and municipal laws and regulations.3. Intense competition from various energy players

1. Energy productivity2. Carbon productivity3. Water productivity4. Waste productivity5. Innovation capacity6. Percentage tax paid7. CEO to average worker pay8. Pension fund status9. Safety performance10. Employee turnover11. Leadership diversity12. Clean capitalism pay link

The Global 100 starting universe

All publicly traded companies with a market capitalization of at least US$ 2 billion are automatically considered in the Global 100 starting universe. Market capitalization data is taken each year on October 1st.

First Screen: sustainability disclosure

The first screen eliminates companies that are not keeping pace with the sustainability reporting trends in their specific industry. Companies that fail to disclose at least 75% of the “priority indicators” for their respective GICS Industry Group are eliminated at this point in the project.

Second screen: F-Score

The Piotroski F-Score consists of nine individual tests. Each test scores one for a pass and zero for a fail.

Third screen: product category

Companies with a GICS Sub-Industry classification equal to “Tobacco” are eliminated. Companies with a GICS Sub-Industry classification equal to “Aerospace & Defence” are revenue tested; if a company derives a majority of its revenue from its Defence business group (e.g. weapons manufacturing), it is eliminated.

Fourth screen: sanctions Companies that remain in contention after the first three

screens are subjected to the sanctions screen, which looks at the dollar amount that companies have paid out on a trailing one year basis in sustainability-related fines, penalties or settlements.

This ratio would then be compared against the figures for other GICS Industry Group peers. If Company X’s ratio is found to be in the bottom quartile, Company X will be removed from the Global 100 process.

Previous year Global 100 constituents Global 100 companies from the previous year are added if

they are not in the bottom quartile of their GICS Industry Group on the Fourth Screen (Sanctions).

Each company in the Shortlist is assigned an overall score, which is an average of the scores on each priority KPI. If a company does not disclose the required data fields for a priority KPI to be calculated, the company scores a “0″ on the priority KPI.

The Global 100 consists of the companies with the top overall score in each GICS Sector. In order to match the industry composition of the benchmark, each sector is assigned a fixed number of slots in the Global 100.

Encana has been listed to Corporate Knights’ Global 100 Most Sustainable Corporations in the World 2014 –the fifth time Encana has been named in the ten year history of the Global 100. Encana was one of 13 Canadian companies and 10 energy producers to make the list, placing 76 overall.

Inclusion in the Global 100 list is determined using 12 quantitative key performance indicators, including the amount of revenue generated per unit of energy consumption, the ratio of CEO to worker salary, the lost time injury rate and employee turnover.