In fact all executives received substantial raises. Earlier in 2010, on July 25, an Enbridge pipeline carrying diluted bitumen ruptured, pouring the toxic mixture for 17 hours into the Kalamazoo River near Marshall township in Michigan. The two-year clean-up has cost $800 million. "The Marshall incident was factored into the 2010 short-term incentive awards for all of the named executives," said the circular. Join us and grow independent media in Canada A year after the disaster the Enbridge board again upped compensation for five senior executives under a short term incentive program that increased their pay by "$4,571,730 including $2,396,000 to the president and chief executive officer." The company says that it has a "pay for performance philosophy." 'Failure' by Enbridge management cited by US investigators An investigation of the July 2010 spill released Tuesday by the US National Transportation Safety Board (NTSB) found that corporate neglect fueled by a "culture of deviance" on safety issues at Enbridge caused an "organizational accident" that was preventable. The NTSB, an independent federal agency that studies the causes of accidents, said that weak and underfunded pipeline regulators played a role in the spill too. The company's response to the pipeline rupture from the control room to spill containment was so chaotic and unfocused that the NTSB chair Deborah Hersman compared Enbridge's negligence to the bungling of the Keystone Cops. The NTSB findings, which listed scores of deficiencies in management, pipeline safety, public awareness and spill containment, directly contradict company claims that Enbridge puts safety as opposed to growth and profits first in its extensive pipeline operations. A synopsis of the NTSB (the final report will be released later this summer) found that Enbridge "failed to ensure that all control center staff had adequate knowledge, skills, and abilities to recognize and address pipeline leaks." Moreover, "Enbridge's failure to exercise effective oversight of pipeline integrity and control center operations, implement an effective public awareness program, and implement an adequate post accident response were organizational failures that resulted in the accident and increased its severity." The spill released more than 20,000 of hazardous diluted bitumen into wetlands and the Kalamazoo River, contaminated 38 miles of the river and forcing the evacuation of hundreds of people for health reasons. Enbridge eventually bought 160 riverfront homes due to property damage.
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