Exhibit 99.2

NOTICE OF ANNUAL MEETING AND
INFORMATION CIRCULAR AND PROXY STATEMENT

With Respect to the
Annual Meeting of Shareholders
to be held on

May 6, 2021

To be conducted via live audio webcast at:
https://web.lumiagm.com/179912272

March 16, 2021

Table of Contents

Notice of Annual Meeting	1
Shareholder and Voting Information
General Meeting Information	2
Voting Information	4
Business of the Meeting
Financial Statements	11
Appointment of Auditors	11
Annual Election of Directors	11
Advisory Vote on Executive Compensation	23
Board Recommendations for Shareholder Voting	24
Corporate Governance
Board Composition	25
Financial Experts	25
Orientation and Continuous Development	25
Human Capital Management	26
Diversity and Inclusion	26
Gender Diversity	27
Board and Committee Meetings	27
Board Directorship Policy	27
Director Compensation	28
Director Nomination Processes and Succession Planning	28
Executive Succession Planning	28
Ethical Business Conduct	29
Board Effectiveness	29
Shareholder Engagement	31
Environmental, Social & Governance Focus Areas	32
Board Mandate and Committees
Position Descriptions and Responsibilities	33
Rotation of Committee Assignments and Chairs	33
Director Compensation
Philosophy	36
Fees and Retainers	36
Share-Based Awards	37
Director Compensation Tables	37
Director Equity Ownership Requirements	39
Executive Compensation
Letter to Shareholders	40
Named Executive Officers	43
Named Executive Officer Profiles	43
Compensation & Human Resources Committee Governance	46
Aligning Executive Compensation and Shareholder Interests	47
Compensation Discussion & Analysis	50
Executive Compensation Components	52
2020 Compensation of Named Executive Officers	57
Executive Compensation Tables	61
Termination and Change of Control Benefits	65
Additional Information
Schedule A: Definitions	69
Schedule B: Board of Directors Continuing Education Activities	73
Schedule C: Mandate of the Board of Directors	75
Schedule D: Summary of Director Equity Plans	78
Schedule E: Annual Responsibilities of the Compensation & Human Resources Committee	79
Schedule F: Summary of Share Award Incentive Plan	80
Schedule G: Securities Authorized For Issuance Under Equity Compensation Plans	85

 

Notice of Annual Meeting of Shareholders

We invite you to attend our annual meeting (“Meeting”) of holders of common shares of Enerplus Corporation (“Enerplus”), which will be held on Thursday, May 6, 2021 at 1:00 p.m. (Calgary time). The Meeting will have the following purposes:

1. To receive the consolidated financial statements of Enerplus for the year ending December 31, 2020, together with the auditors’ report on those statements;

2. To appoint the auditors of Enerplus;

3. To elect the directors of Enerplus;

4. To vote, on an advisory, non-binding basis, to accept Enerplus’ approach to executive compensation; and

5. To conduct any other business that may properly come before the Meeting.

The Meeting will be held in a virtual only format, which will be conducted via live audio webcast at https://web.lumiagm.com/179912272. The accompanying Information Circular provides detailed information on how to access the Meeting, the matters to be dealt with at the Meeting and the voting process (including the voting deadline), as well as the text of certain of the resolutions proposed to be passed at the Meeting. The Information Circular contains important information, such as information regarding Enerplus’ director nominees, executive compensation, corporate governance matters, and board compensation and mandates. This information will help you learn more about us and help you in your voting decisions.

By order of the Board of Directors on March 16, 2021,

“David A. McCoy”

David A. McCoy
Vice-President, General Counsel & Corporate Secretary

      1

SHAREHOLDER AND VOTING INFORMATION

General Meeting Information

About this Information Circular

This Information Circular is furnished to you in connection with the solicitation of proxies by Enerplus Corporation (“Enerplus”, the “Company”, “we” or “our”) for use at the Enerplus’ 2021 Annual Meeting of Shareholders (the “Meeting”). Solicitation of proxies may be made through the mail, by telephone, in person or virtually during the meeting by our management, who will not be paid for such solicitation. The costs incurred in the solicitation of proxies and in the preparation and mailing of this Information Circular will be borne by Enerplus.

This Information Circular is dated March 16, 2021 and all information contained in this Information Circular is given as of such date, unless stated otherwise.

Unless expressly stated otherwise, all dollar amounts and references to “$” in this Information Circular are in Canadian dollars. Refer to Schedule A for definitions of certain capitalized and abbreviated terms used throughout this document.

Common Shares Outstanding

Our Common Shares (which are the only outstanding securities of Enerplus that allow the holders to vote at meetings of Shareholders) are listed on the TSX and on the NYSE under the symbol “ERF”. As at March 16, 2021, there were 256,750,100 Common Shares issued and outstanding.

To the knowledge of the directors and executive officers of Enerplus, no person beneficially owns, directly or indirectly, or exercises control or direction over, securities representing 10% or more of the voting rights of the issued and outstanding Common Shares.

Quorum

The quorum for the Meeting will consist of two or more individuals present in person and holding or representing by proxy not less than 10% of the issued and outstanding Common Shares. If a quorum is not present at the opening of the Meeting, the Meeting may be adjourned and rescheduled. If the Meeting is adjourned for fewer than 30 days, no notice of the rescheduled meeting will be provided, other than by announcement at the time of adjournment. If the Meeting is adjourned for 30 days or more, notice of the rescheduled meeting will be given.

Advance Notice for Director Nominations

Enerplus’ by-laws require advance notice for nomination of directors for consideration at a Shareholders’ meeting. Any notices of director nominations must be submitted to the Corporate Secretary of Enerplus no later than 30 days and not more than 65 days prior to the date of an annual meeting. The notice must include certain information about the proposed director nominee(s) (including name, age, residency, citizenship and principal occupation) and the nominating Shareholder. Only those director nominees who comply with applicable requirements set out in Enerplus’ by-laws will be eligible for election as directors of Enerplus. A copy of Enerplus’ by-laws is available under Enerplus’ profile on SEDAR at www.sedar.com, on EDGAR at www.sec.gov and on Enerplus’ website at www.enerplus.com.

Financial Statements and Material Company Information

Enerplus regularly files quarterly and annual financial statements, as well as material change reports, management’s discussion and analysis, and other important information with the securities commissions or similar authorities in each of the provinces of Canada and with the U.S. Securities and Exchange Commission. Financial information of Enerplus is contained in the audited and consolidated financial statements and management’s discussion and analysis for the year ending December 31, 2020, which have been provided to Shareholders who have requested such materials. Copies of such documents are available on the internet under Enerplus’ SEDAR profile at www.sedar.com or on EDGAR at www.sec.gov, on Enerplus’ website at www.enerplus.com, or may be obtained without charge upon request to Enerplus, Suite 3000, The Dome Tower, 333 - 7th Avenue S.W., Calgary, Alberta, T2P 2Z1, Attention: Investor Relations, or by telephone (1-800-319-6462) or email (investorrelations@enerplus.com).

      2

SHAREHOLDER AND VOTING INFORMATION

Other Matters

As of the date of this Information Circular, none of the directors or executive officers of Enerplus are aware of any amendment, variation or other matter to come before the Meeting other than the matters listed in the Notice of Meeting. However, if any other matter properly comes before the Meeting, the accompanying proxies will be voted on such matter in accordance with the best judgment of the person or persons voting the proxies.

Indebtedness of Directors and Officers

Enerplus does not provide financial assistance in the form of loans or guarantees to its directors and executive officers. To the knowledge of the directors and executive officers of Enerplus, none of the directors, proposed directors, or executive officers of Enerplus, or any associate or affiliate of the foregoing, has been indebted to Enerplus or any of its subsidiaries at any time since January 1, 2020.

Interests in Material Transactions

To the knowledge of the directors and executive officers of Enerplus, none of the directors, proposed directors, or executive officers of Enerplus, or any associate or affiliate of the foregoing, has had any material interest, direct or indirect, in any material transaction with Enerplus since January 1, 2020 or in any proposed transaction that has materially affected or would materially affect Enerplus or any of its subsidiaries.

Interests in the Business of the Meeting

To the knowledge of the directors and executive officers of Enerplus, none of the directors, proposed directors, or executive officers of Enerplus, or any associate or affiliate of the foregoing, has any material interest, direct or indirect, in any matter to be acted upon at the Meeting, except as otherwise disclosed in this Information Circular.

Non-GAAP Measures

This Information Circular references “net debt to funds flow ratio” and “free cash flow”, which do not have a standardized meaning or definition prescribed by U.S. GAAP. Readers are referred to discussion under the heading “Non-GAAP Measures” in Enerplus’ management’s discussion and analysis for the year ending December 31, 2020 available under Enerplus’ profile on SEDAR at www.sedar.com and on EDGAR at www.sec.gov.

Presentation of Oil and Gas Information

Readers are referred to the discussion under the heading “Presentation of Oil and Gas Reserves, Contingent Resources, and Production Information” in Enerplus’ annual information form for the year ending December 31, 2020 (available on the Company’s website at www.enerplus.com and under its profile on SEDAR at www.sedar.com, or part of its 40-F filing on EDGAR at www.sec.gov) regarding the references to reserves, contingent resources and operational information in this Information Circular. A BOE conversion ratio of 6 Mcf: 1 BOE is based on an energy equivalency conversion method primarily applicable at the burner tip and does not represent a value equivalency at the wellhead. Given that the value ratio based on the current price of crude oil as compared to natural gas is significantly different from the energy equivalency of 6:1, utilizing a conversion on a 6:1 basis may be misleading as an indication of value.

This Information Circular also contains information about Enerplus’ F&D and FD&A costs. For additional information on Enerplus’ F&D and FD&A costs, see Enerplus’ news release dated February 19, 2021 (available on the Company’s website and under Enerplus’ profile on SEDAR at www.sedar.com and on EDGAR at www.sec.gov).

      3

SHAREHOLDER AND VOTING INFORMATION

Meeting and Voting Information

Registered and Beneficial Shareholders

In this Information Circular, the terms Registered Shareholder and Beneficial Shareholder are frequently used. You are a Registered Shareholder if the Common Shares you own are registered directly in your name. You are a Beneficial Shareholder if the Common Shares you own are registered for you in the name of an intermediary such as a broker, bank, trust company or other nominee (each, an “Intermediary”).

Record Date

Every Shareholder at the close of business on March 22, 2021, being the Record Date for the Meeting, is entitled to receive notice of the Meeting and vote their Common Shares on the basis of one vote for each Common Share held, unless that Shareholder has transferred any Common Shares subsequent to the Record Date and the transferee Shareholder, not later than two days before the Meeting or any shorter period that the Chair of the Meeting may permit, establishes ownership of the Common Shares and demands that the transferee’s name be included on the list of Shareholders entitled to vote at the Meeting.

Notice-and-Access

Enerplus is using the notice-and-access model to deliver Meeting materials to Beneficial Shareholders. Notice-and-access is a set of rules developed by the Canadian Securities Administrators that allows companies to post meeting materials online, reducing paper and mailing costs. You can view the Meeting materials online under Enerplus’ profile at www.sedar.com, at www.sec.gov or at www.enerplus.com.

In connection with the Meeting, Enerplus has mailed the following: (i) to Beneficial Shareholders: a voting instruction form, the Notice of Meeting, how to access the Information Circular and other proxy-related materials, and how to request a paper copy of the Information Circular; (ii) to Registered Shareholders: a form of proxy, the Notice of Meeting and the Information Circular; and (iii) to all Shareholders who requested, a copy of Enerplus’ consolidated financial statements for the year ending December 31, 2020 and accompanying management’s discussion and analysis.

Enerplus is sending the Meeting materials described above directly to its Registered Shareholders and indirectly to all Beneficial Shareholders through their intermediaries. Enerplus will pay for an intermediary to deliver the applicable Meeting materials to “objecting beneficial owners”. Enerplus is not sending any Meeting materials directly to “non-objecting beneficial owners”.

Attending the Virtual Only Meeting

To address the ongoing public health impact of COVID-19, and to mitigate risks to the health and safety of our communities, shareholders, employees and other stakeholders, the Meeting will be held in a virtual only format via live audio webcast. Instructions on voting at the Meeting can be found below under the heading “Instructions on Voting at the Virtual Meeting”.

In order to vote and participate at the Meeting, you must either be a Registered Shareholder or a duly appointed proxyholder. In order for Beneficial Shareholders to be a duly appointed proxyholder, they must duly appoint themselves as a proxyholder, as described under “Appointing a Proxy” below. Beneficial Shareholders who have not duly appointed themselves as a proxyholder (including those who have appointed Enerplus’ management nominees as proxyholder) will still be able to attend the Meeting online as a guest, but will not be able to vote or participate in the Meeting, all as explained in more detail below.

      4

SHAREHOLDER AND VOTING INFORMATION

Registered Shareholders entitled to vote at the Meeting (i.e., registered Shareholders as of the Record Date or transferee registered Shareholders as described under “Record Date” above) and duly appointed proxyholders (including Beneficial Shareholders who have duly appointed themselves as proxyholders) will have an equal opportunity to attend, vote and participate at the Meeting online regardless of their geographic location.

Registered Shareholders and duly appointed proxyholders (including Beneficial Shareholders who have duly appointed themselves as proxyholders) will be able to attend, submit questions and vote at the Meeting online at https://web.lumiagm.com/179912272. Registered Shareholders and duly appointed proxyholders (including Beneficial Shareholders who have duly appointed themselves as proxyholders) may enter the Meeting by clicking “I have a control number” and entering a valid control number and the password “erf2021” (case sensitive) before the start of the Meeting.

Guests (including Beneficial Shareholders who have not duly appointed themselves as a proxyholder) can log in to the Meeting by clicking “I am a guest” and completing the online form. Guests will be able to listen to the Meeting, but will not be able to ask questions or vote.

See “Instructions on Voting at the Virtual Meeting” for additional information on voting at the Meeting and “Appointing a Proxy” for additional information on appointing yourself or a third party as a proxyholder and registering with AST.

If you attend the Meeting online, it is important that you are connected to the internet at all times during the Meeting in order to vote when balloting commences. You should ensure that you have a strong, preferably high-speed, internet connection wherever you intend to participate in the Meeting. The Meeting will begin promptly at 1:00 p.m. (Calgary time) on May 6, 2021, unless otherwise adjourned or postponed. Online check-in will begin one hour prior to the Meeting, at 12:00 p.m. (Calgary time). It is recommended that you log in online at least 15 minutes before the Meeting starts to allow ample time for online check-in procedures.

You will need the latest version of Chrome, Safari, Edge or Firefox to access the Meeting online. Please ensure your browser is compatible by logging in early. PLEASE DO NOT USE INTERNET EXPLORER.

Caution: Internal network security protocols, including firewalls and VPN connections, may block access to the Lumi platform. If you are experiencing any difficulty connecting or watching the Meeting, ensure your VPN setting is disabled or use computer on a network not restricted to the security settings of your organization.

Appointing a Proxy

A form of proxy or voting instruction form, each referred to below as a “Form of Proxy”, accompanies this Information Circular. The persons named in the Form of Proxy furnished by Enerplus are officers and/or directors of Enerplus. A Shareholder submitting a Form of Proxy has the right to appoint a person (who does not have to be a Shareholder), other than the Enerplus management designees identified in the Form of Proxy furnished by Enerplus, to act as their proxy and represent them at the Meeting.

In order for a Shareholder to appoint the Enerplus management designees as their proxyholder to represent them and vote on their behalf at the Meeting, simply follow the instructions for completing such Form of Proxy and direct the voting of your Common Shares by such proxyholder at the Meeting in the manner described below under “Instructions on Voting at the Virtual Meeting”.

      5

SHAREHOLDER AND VOTING INFORMATION

Shareholders who wish to appoint a person other than the Enerplus management designees identified in the Form of Proxy (including a Beneficial Shareholder who wishes to appoint themself as proxyholder) to represent them at the Meeting MUST submit their Form of Proxy appointing such proxyholder to AST, in the case of Registered Shareholders, or their broker or other intermediary, in the case of Beneficial Shareholders. To exercise this right, a Shareholder should insert the name of the person being appointed as proxyholder in the blank space provided on the Form of Proxy. Such Shareholder should notify the nominee of the appointment, obtain the nominee’s consent to act as proxy and should provide instructions on how the Shareholder’s Common Shares are to be voted. Shareholders must ALSO register their proxyholder with AST, as described below. Registering your proxyholder is an additional step to be completed AFTER you have submitted your Form of Proxy. Failure to register the proxyholder with AST will result in the proxyholder not receiving a control number to participate in the Meeting and only being able to attend as a guest. Guests will be able to listen to the Meeting but will not be able to vote or ask questions at the Meeting. To summarize:

Step 1: Submit your Form of Proxy: To appoint a proxyholder other than Enerplus’ management designees, insert such person’s name in the blank space provided in the Form of Proxy and follow the instructions for submitting such Form of Proxy. This must be completed prior to registering such proxyholder.

Step 2: Register your proxyholder: To register a proxyholder, Shareholders must contact AST by going to AST’s website at https://lp.astfinancial.com/control-number-request-en.html to complete and submit the electronic form or by calling 1-866-751-6315 (in North America) or 1-212-235-5754 outside North America by 1:00 p.m. (Calgary time) on Wednesday, May 5, 2021, or, if the Meeting is adjourned or postponed, not less than 48 hours (excluding Saturdays, Sundays and statutory holidays in Calgary, Alberta and Toronto, Ontario) before the time and date of the adjourned or postponed Meeting, and provide AST with the required proxyholder contact information so that AST may provide the proxyholder with a control number via email.

Validly appointed proxyholders will be able to vote by completing a ballot online during the Meeting through the live audio webcast platform as follows:

Step 1: Log in online at https://web.lumiagm.com/179912272 at least 15 minutes before the Meeting starts.

Step 2: Click “I have a control number” and then enter your control number and password “erf2021” (case sensitive). Proxyholders who have been duly appointed and registered with AST will receive a control number by email from AST after the proxy voting deadline has passed.

Exercise of Discretion by Proxies

The persons named in the enclosed Form of Proxy will, if the instructions are clear, vote the Common Shares represented by that Form of Proxy, and where a choice with respect to any matter to be acted upon has been specified in the Form of Proxy, the Common Shares will be voted in accordance with those instructions. Except as described below with respect to certain “broker non-votes” in the case of Beneficial Shareholders, if no specification has been made in respect of any matter in any Forms of Proxy received by Enerplus where Enerplus management nominees are appointed as proxy, the Common Shares represented by those Forms of Proxy will be voted FOR each matter for which no specification has been made. See “Broker Non-Votes under NYSE Rules” below.

      6

SHAREHOLDER AND VOTING INFORMATION

The Form of Proxy confers discretionary authority on the persons appointed with respect to amendments or variations of matters identified in the Notice of Meeting or other matters that may properly come before the Meeting.

Deadline for Returning a Form of Proxy

To be valid, a Form of Proxy must be received by AST (either directly, in the case of a Registered Shareholder, or through a broker or other intermediary, in the case of a Beneficial Shareholder), at the address shown on the Form of Proxy, at least 48 hours (excluding Saturdays, Sundays and statutory holidays in Calgary, Alberta and Toronto, Ontario) before the Meeting or any adjournment(s) thereof, being the Proxy Deadline. If you are a Beneficial Shareholder, send your voting instructions as soon as possible to allow sufficient time for your nominee to receive the information and then send it to AST in advance of the Proxy Deadline.

Notwithstanding the foregoing, the Chair of the Meeting may, in his or her sole discretion, determine to accept all, but not less than all, proxies which have been deposited after the Proxy Deadline.

Instructions on Voting at the Virtual Meeting

How to vote depends on whether you are a Registered Shareholder or Beneficial Shareholder. As noted above, you are a Registered Shareholder if the Common Shares you own are registered directly in your name, and you are a Beneficial Shareholder if the Common Shares you own are registered for you in the name of an Intermediary such as a broker, bank, trust company or other nominee. Shareholders are entitled to vote on all matters as described in the Form of Proxy.

Registered Shareholders

Registered Shareholders may vote their Common Shares in the following ways:

(1) in advance of the Meeting either:

By mail – Complete, sign, date and return the Form of Proxy in the envelope provided, or

By internet or telephone – Follow the instructions included on the Form of Proxy, or

(2) during the Meeting by voting online through the live audio webcast platform. Registered Shareholders who want to attend the Meeting and vote online during the Meeting should not complete the Form of Proxy and should instead follow the instructions below:

Step 1: Log in online at https://web.lumiagm.com/179912272 at least 15 minutes before the Meeting starts.

Step 2: Click “I have a control number” and then enter your control number and password “erf2021” (case sensitive) and complete an online ballot during the Meeting. The control number is located on the Form of Proxy or in the email notification you received from AST.

If you are a Registered Shareholder and plan to attend the Meeting and vote online, it is not necessary to complete the Form of Proxy since you will be voting at the Meeting by voting online through the live audio webcast platform. If you use your control number to log in to the Meeting and you have previously completed and submitted a Form of Proxy, there is no need to vote again as your vote has already been recorded. Any vote you cast at the Meeting will revoke any Form of Proxy you previously submitted.

      7

SHAREHOLDER AND VOTING INFORMATION

Beneficial Shareholders

Beneficial Shareholders are Shareholders whose Common Shares are not held in their own name but in the name of an Intermediary. As such, the Intermediary will be the entity legally entitled to vote the Common Shares held by such Beneficial Shareholders and must seek such Beneficial Shareholders’ instructions as to how to vote such Beneficial Shareholders’ Common Shares.

A Beneficial Shareholder may vote their Common Shares in two ways:

(1) in advance of the Meeting by appointing a proxyholder (being either the Enerplus management designees named in the Form of Proxy or another person, who does not have to be a Shareholder, as described above under “Appointing a Proxy”) and submitting their voting instructions either:

By mail – Complete, sign, date and return the Form of Proxy provided with this Information Circular to the Intermediary in the envelope provided, or

By internet or telephone – Follow the instructions included on the Form of Proxy, or

(2) during the Meeting by voting online through the live audio webcast platform, BUT ONLY if such Beneficial Shareholder has duly appointed themselves as proxyholder AND has registered as proxyholder with AST in order to receive a control number, as described above under “Appointing a Proxy”. Beneficial Shareholders who have duly appointed themselves as a proxyholder that attend the Meeting online will be able to vote by completing a ballot online during the Meeting through the live audio webcast platform as follows:

Step 1: Log in online https://web.lumiagm.com/179912272 at least 15 minutes before the Meeting starts.

Step 2: Click “I have a control number” and then enter your control number and password “erf2021” (case sensitive). Proxyholders (including Beneficial Shareholders who have appointed themselves as proxyholder) who have been duly appointed and registered with AST will receive a control number by email from AST after the proxy voting deadline has passed.

Beneficial Shareholders who do not plan to attend the Meeting can either mark their voting instructions on the Form of Proxy or appoint another person as their proxyholder to attend the Meeting and vote their Common Shares for them. Beneficial Shareholders who appoint a proxyholder other than the Enerplus management designees on the Form of Proxy must submit their Form of Proxy appointing that proxyholder by following the instructions on the Form of Proxy AND register that proxyholder in the manner described above. AST will then provide the proxyholder with a control number by email after the proxy voting deadline has passed. The control number is the proxyholder’s username for the purposes of logging into the Meeting. See “Appointing a Proxy” for additional information on appointing a proxyholder and registering your proxyholder with AST.

If you are a Beneficial Shareholder and wish to vote at and participate in the Meeting through the live audio webcast platform, you must insert your own name in the space provided on the Form of Proxy sent to you by your Intermediary, follow all of the applicable instructions provided by your Intermediary AND register yourself as your proxyholder, as further described under “Appointing a Proxy” above. By doing so, you are instructing your Intermediary to appoint you as proxyholder. It is important that you comply with the signature and return instructions provided by your Intermediary. AST will then provide you with a control number that will act as your online sign-in credentials by email after the proxy voting deadline has passed. The control number is your username for the purposes of logging into the Meeting. It is not necessary to complete the Form of Proxy in any other respect, since such you will be voting at the Meeting by voting online through the live audio webcast platform.

      8

SHAREHOLDER AND VOTING INFORMATION

Failing to register your proxyholder with AST will result in the proxyholder not receiving a control number, which is required to vote at the Meeting. Beneficial Shareholders who have not duly appointed themselves as proxyholder will not be able to vote at or participate in the Meeting but will only be able to attend as a guest.

Beneficial Shareholders, except those that have previously informed their Intermediary that they do not wish to receive material relating to shareholders’ meetings, will have received a Form of Proxy from such Intermediary, together with a Form of Proxy. The Form of Proxy contains instructions on how to complete the form, where to return it to and the deadline for returning it, which may be earlier than the deadline for Registered Shareholders. It is important that you read and follow the instructions on the Form of Proxy in order to have your vote count. If you are unsure about anything in such voting instructions, contact your Intermediary through which you hold your Common Shares.

Beneficial Shareholders who have provided voting instructions to their Intermediary and change their mind about how they want to vote, or who decide to attend the Meeting and vote online, must contact their Intermediary to find out what to do.

If you are a Beneficial Shareholder and you have previously appointed yourself as proxyholder and completed and submitted a Form of Proxy, there is no need to vote again as your vote has already been recorded. Any vote you cast at the Meeting as a duly appointed proxyholder will revoke any Form of Proxy you previously submitted.

Revoking Your Proxy

Prior to the Meeting, Shareholders may revoke a proxy previously given.

If you are a Registered Shareholder, you may revoke your proxy by providing a revocation notice in writing to AST by close of business on the last business day preceding the Meeting or any adjournment(s) thereof. If the Registered Shareholder is a corporation, the revocation notice must be executed by a duly authorized officer or attorney of the Registered Shareholder. Registered Shareholders who log in to the Meeting using their control number and vote during the Meeting will revoke any and all previously submitted proxies by voting on the online ballot.

Only Registered Shareholders have the right to revoke a Form of Proxy at the Meeting. If you are a Beneficial Shareholder, contact your Intermediary to revoke your voting instructions.

      9

SHAREHOLDER AND VOTING INFORMATION

Broker Non-Votes under NYSE Rules

Under the rules of the NYSE, certain brokers who hold Common Shares on behalf of their clients do not have the authority to vote on certain proposals when they have not received instructions from those Beneficial Shareholders. A broker non-vote occurs when a broker holding Common Shares for a Beneficial Shareholder does not vote on a particular proposal because the broker does not have discretionary voting power with respect to that item and has not received voting instructions from the Beneficial Shareholder. If you are a Beneficial Shareholder who does not provide instructions to your broker on how to vote your Common Shares, your broker can vote your Common Shares at its discretion ONLY on the matter of the appointment of the auditors of Enerplus. If you do not give your broker instructions on how to vote your Common Shares on the other matters to be voted upon at the Meeting, your broker is not empowered to vote your Common Shares on any other matter to be voted on at the Meeting and your Common Shares will not be voted on those matters. Any Common Shares not voted on matters other than the appointment of Enerplus’ auditors (whether by abstention, broker non-vote or otherwise) will have no impact on that particular item.

      10

BUSINESS OF THE MEETING

1. Financial Statements

The consolidated financial statements for the year ending December 31, 2020, together with the auditors’ report on those statements, have been mailed to the Shareholders who requested such materials in accordance with applicable securities laws. Copies of these financial statements are also available through the internet under Enerplus’ SEDAR profile at www.sedar.com, on EDGAR at www.sec.gov and on Enerplus’ website at www.enerplus.com.

2. Appointment of Auditors

Shareholders will be asked to appoint KPMG as auditors of Enerplus until the next annual meeting of Shareholders. KPMG are currently the auditors of Enerplus and were first appointed effective May 31, 2017.

The resolution to appoint KPMG as the auditors of Enerplus requires the approval of more than 50% of votes cast by or on behalf of the Shareholders present in person (including virtually) or represented by proxy at the Meeting. The Board of Directors recommends that you vote FOR the appointment of KPMG as auditors of Enerplus. Unless instructed otherwise, the persons named in the Form of Proxy will vote FOR the appointment of KPMG as auditors of Enerplus.

The following table reflects the fees billed by KPMG for professional services rendered in respect of the last two fiscal years:

Fee Type	2020		2019
	($000s)		($000s)
Audit fees(1)		894.4		778.8
Audit-related fees(2)		-		-
Tax fees(3)		32.0		145.7
All other fees(4)		-		-
Total		926.4		924.5

Notes:  

1. Audit fees are for professional services rendered for the audit of the Company’s annual financial statements and review of the Company’s quarterly financial statements, as well as services provided in connection with statutory and regulatory filings or engagements.

2. Audit-related fees are for assurance and related services reasonably related to the performance of the audit or review of the Company’s financial statements and not reported under “Audit fees” above.

3. Tax fees are for tax compliance, tax advice and tax planning and review to identify recovery opportunities.

4. All other fees are related to products and services other than those described as “Audit fees” and “Tax fees”.

3. Annual Election of Directors

The articles of Enerplus provide that the Board is to consist of between one and fifteen members. Eight of the current nine directors are independent directors (within the meaning of National Policy 58-201 and the NYSE rules) and one is a non-independent director, being Mr. Ian C. Dundas, who is the CEO of Enerplus. All nine current directors are being proposed for re-election at the Meeting.

The term of office for each director is from the date at which they are elected until the next annual meeting of Shareholders, until a successor is elected or appointed, or until the director is removed at a meeting of Shareholders. The Corporate Governance & Nominating Committee is responsible for recommending nominees for the Board and reviews each director nominee’s qualifications to ensure there is an effective mix of skills, knowledge and experience on the Board, which is summarized in the “Director Skills Matrix” section below.

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BUSINESS OF THE MEETING

Based on the recommendation of the Corporate Governance & Nominating Committee, the Board has fixed the number of directors to be elected at the Meeting at nine, and the nine individuals named under the “Director Nominee Profiles” section are proposed to be elected at the Meeting. The Committee has confirmed that each of the recommended director nominees is eligible and is seeking re-election. Should circumstances arise, for any reason prior to the Meeting, that a director nominee is unable to serve on the Board, the persons named in the Form of Proxy reserve the right to vote for another nominee at their discretion.

Unless instructed otherwise, the persons named in the Form of Proxy will vote FOR the election of each of the persons specified below.

Director Nominee	Director Since	Age	Committees	Current Number of Public Boards (including Enerplus)
Hilary A. Foulkes(1)	2014	63	Board Chair	1
Judith D. Buie	2020	51	Audit & Risk Management Committee Corporate Governance & Nominating Committee Reserves Committee	2
Karen E. Clarke-Whistler	2018	65	Audit & Risk Management Committee Compensation & Human Resources Committee Safety & Social Responsibility Committee	1
Ian C. Dundas	2013	53	None	1
Robert B. Hodgins	2007	69	Audit & Risk Management Committee (Chair) Compensation & Human Resources Committee Corporate Governance & Nominating Committee	4
Susan M. MacKenzie	2011	60	Compensation & Human Resources Committee (Chair) Corporate Governance & Nominating Committee (Chair) Safety & Social Responsibility Committee	4
Elliott Pew	2010	66	None	2
Jeffrey W. Sheets	2017	63	Audit & Risk Management Committee Reserves Committee Safety & Social Responsibility Committee (Chair)	3
Sheldon B. Steeves	2012	67	Corporate Governance & Nominating Committee Reserves Committee (Chair) Safety & Social Responsibility Committee	3

Note:

1. As Board Chair during 2020, Ms. Foulkes attended and participated in Board Committee meetings in an ex officio capacity.

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BUSINESS OF THE MEETING

Director Nominee Profiles

The following director nominee profiles outline important information, such as each director’s employment history, educational qualifications, other current public company directorships, and security holdings in Enerplus.

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BUSINESS OF THE MEETING

Ms. Foulkes has over 35 years of oil and gas experience combining upstream operations, strategic planning, and investment banking. She founded the Canadian platform of Tudor, Pickering, Holt, & Co. Securities, a global energy advisory firm, in 2014 and currently serves as a senior advisor to the company. Ms. Foulkes held a number of executive roles with a large, public Canadian oil and gas producer from 2008 to 2012, including Executive Vice President and Chief Operating Officer. Ms. Foulkes was a Managing Director at a private investment bank and then Scotiabank from 2000 to 2008, and for the prior 20 years, held various upstream exploration and operational roles with increasing leadership responsibilities and strategic focus.

Ms. Foulkes chairs a national not-for-profit board which supports STEM education for Canadian youth. She holds an Honours Bachelor of Science (Earth Sciences) degree from the University of Waterloo, is a member of the Canadian Association of Petroleum Geologists, the Institute of Corporate Directors and a lifetime member of the Association of Professional Engineers and Geoscientists of Alberta (APEGA).

Other Public Board Directorships	Committee Position(s)
Nil

Note:

1. Ms. Foulkes was a director of Parallel Energy Trust (“Parallel”), a Canadian-based oil and gas trust, which commenced proceedings in the Court of Queen’s Bench of Alberta under the Companies’ Creditors Arrangement Act (Canada) on November 9, 2015. Ms. Foulkes ceased to be a director of Parallel on March 1, 2016. Parallel filed an assignment in bankruptcy and proceedings under the CCAA were terminated in March 2016.

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BUSINESS OF THE MEETING

Ms. Buie has spent over 30 years in the upstream oil and gas business leading business development initiatives and managing oil and gas assets through different commodity and life cycles. From 2012 to 2017, Ms. Buie was Co-President and Senior Vice President Engineering for RPM Energy Management LLC, a private company which works exclusively with KKR, a leading global investment firm, to evaluate and manage oil and gas investments. Prior to RPM, Ms. Buie held a variety of leadership and technical positions with Newfield Exploration Company from 2001 to 2011, and prior thereto she served in various technical roles at BP, Vastar Resources and ARCO. Ms. Buie currently serves on the board of directors of a public company, Sundance Energy Inc., as well as a private oil and gas company. She also serves as an oil and gas industry advisor. Ms. Buie received a Bachelor of Science degree in Chemical Engineering from Texas A&M University.

Other Public Board Directorships	Committee Position(s)
Sundance Energy Inc. (NASDAQ)	Audit Committee and Reserves Committee

Note:

1. Ms. Buie is a director of Sundance Energy Inc. (“Sundance”), a US-based oil and gas company, which filed for voluntary Chapter 11 protection in the U.S. Bankruptcy Court for the Southern District of Texas on March 9, 2021. The filing was initiated with the support of Sundance’s lenders under a prepackaged plan of reorganization.

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BUSINESS OF THE MEETING

Ms. Clarke-Whistler has over 30 years of experience in strategic management of environmental and social issues. In late 2018, she retired as Chief Environment Officer of TD Bank Group, a position she held for ten years. Prior to that she spent 20 years as an environmental consultant to energy, resource development and financial clients in the Americas, Europe and Africa. She began her consulting career with Beak Consultants Limited in 1985 where she progressed over a ten-year period to Senior Principal and President. She then joined Golder Associates where she was a partner in the Sustainable Development practice until 2008. She has served on a number of private and not-for-profit boards and is currently on the board of directors of two private companies.

Ms. Clarke-Whistler received a B.Sc. in Biology from the University of Toronto, an M.Sc. in Land Resource Science from the University of Guelph, and the ICD.D designation from the Institute of Corporate Directors. She has twice been recognized as one of Canada’s “Clean16” in recognition of her contribution to clean capitalism in the financial sector.

Other Public Board Directorships	Committee Position(s)
Nil

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BUSINESS OF THE MEETING

Mr. Dundas became President and Chief Executive Officer of Enerplus on July 1, 2013.

He joined the Company in 2002 as Vice President of Business Development, responsible for corporate acquisition and divestment strategies. In 2010, his role expanded to that of Executive Vice-President. In 2011, Mr. Dundas was appointed Executive Vice President and Chief Operating Officer, where he oversaw the development and execution of the company’s operational strategies, strategic planning, marketing and reserves, as well as acquisitions and divestments. As President and Chief Executive Officer, Mr. Dundas is responsible for overall leadership of the strategic and operational performance of Enerplus.

Prior to joining Enerplus, Mr. Dundas held several executive positions in the merchant banking business, where he helped oil and gas companies grow by accessing the funding and expertise they required. Mr. Dundas is a member of the Business Council of Canada, on the Board of Directors of the American Exploration & Production Council (AXPC) and on the Board of Governors of the Canadian Association of Petroleum Producers. He has been an active volunteer in numerous charitable endeavors, including serving as Co-chair of the Calgary YMCA Power of Potential campaign. He has served on the board of numerous private and public companies.

Mr. Dundas holds a Bachelor of Commerce (Distinction) from the University of Calgary and a Bachelor of Laws (Distinction) from the University of Alberta. He was called to the Alberta Bar in 1995.

Other Public Board Directorships	Committee Position(s)
Nil

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BUSINESS OF THE MEETING

Mr. Hodgins has been a Senior Advisor, Investment Banking at Canaccord Genuity Corp. since September 2018, and has been an independent businessman since November 2004. Prior thereto, Mr. Hodgins served as the Chief Financial Officer of Pengrowth Energy Trust (a TSX and NYSE-listed energy trust) from 2002 to 2004. Prior to that, Mr. Hodgins held the position of Vice President and Treasurer of Canadian Pacific Limited (a TSX and NYSE-listed diversified energy, transportation and hotels company) from 1998 to 2002 and was Chief Financial Officer of TransCanada PipeLines Limited (a TSX and NYSE-listed energy transportation company) from 1993 to 1998. Mr. Hodgins received an Honours Bachelor of Arts in Business from the Richard Ivey School of Business at the University of Western Ontario and received a Chartered Accountant designation and was admitted as a member of the Institute of Chartered Accountants of Ontario in 1977 and Alberta in 1991.

Other Public Board Directorships	Committee Position(s)
AltaGas Ltd. (TSX)	Audit Committee (Chair) and Governance Committee
GranTierra Energy Inc. (TSX/NYSE)	Board Chair, Audit Committee, Compensation Committee, and Governance Committee
MEG Energy Corp. (TSX)	Audit Committee (Chair), Governance  and Nominating Committee

Note:

1. Mr. Hodgins was a director of Skope Energy Inc. (“Skope”) from December 15, 2010 to February 19, 2013. On November 12, 2012, Skope was granted protection from its creditors by the Court of Queen’s Bench of Alberta pursuant to the CCAA to implement a restructuring, which was approved by the required majority of Skope’s creditors. The restructuring was sanctioned by the Court of Queen’s Bench of Alberta in February 2013.

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BUSINESS OF THE MEETING

Ms. MacKenzie is a corporate director. Previously, she was an independent business consultant. Prior thereto, Ms. MacKenzie was Chief Operating Officer with Oilsands Quest Inc., a NYSE Amex-listed oil sands company, from April 2010 through August 2010. Prior to that, Ms. MacKenzie was employed for 12 years at Petro-Canada, a TSX and NYSE-listed integrated oil and gas company prior to its merger with Suncor Energy Inc. in 2009, where she held senior roles, including Vice President of Human Resources and Vice President of In Situ Development & Operations. Ms. MacKenzie was also with Amoco Canada for 14 years in a variety of engineering and leadership roles in natural gas, conventional oil and heavy oil exploitation. Ms. MacKenzie holds a Bachelor of Engineering (Mechanical) degree from McGill University, an MBA from the University of Calgary and is a lifetime member of the Association of Professional Engineers and Geoscientists of Alberta. Ms. MacKenzie also holds the ICD.D designation from the Institute of Corporate Directors.

Other Public Board Directorships	Committee Position(s)
Freehold Royalties Ltd. (TSX)	Governance, Nominating and Compensation Committee (Chair) and Reserves Committee
MEG Energy Corp. (TSX)	Compensation Committee and Health, Safety and Environment and Reserves Committee
Precision Drilling Corporation (TSX/NYSE)	Human Resources and Compensation Committee and Corporate Governance, Nominating and Risk Committee (Chair)

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BUSINESS OF THE MEETING

Mr. Pew has over 39 years of diverse experience in the oil and gas industry, most recently joining the board of Franco-Nevada Corporation in September 2019. Mr. Pew was co-founder and Chief Operating Officer for Common Resources, LLC, a private exploration and production company, from 2007 until it was sold in 2010. Mr. Pew served on the Board of Managers for two subsequent private exploration and production companies, Common Resources II, LLC from 2010 to 2012, and later, Common Resources III, LLC from 2012 to 2016. Mr. Pew also served on the Board of Directors for Southwestern Energy Company, a public exploration and production company in Houston, until May 2018. Mr. Pew held various senior executive positions with Newfield Exploration Company, a NYSE-listed oil and gas company in Houston, where he served from 1998 to 2006. While there, he led the company’s worldwide exploration program, including the Gulf of Mexico (“GOM”) shelf, GOM deep water, onshore U.S. and international areas. Prior thereto, Mr. Pew was Senior Vice President, Exploration of American Exploration Company, an AMEX-listed exploration and production company. Mr. Pew holds an M.A. in Geology from the University of Texas at Austin, and an A.B. in Geology from Franklin and Marshall College.

Other Public Board Directorships	Committee Position(s)
Franco-Nevada Corporation (TSX/NYSE)	Audit and Risk Committee

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BUSINESS OF THE MEETING

Mr. Sheets served as Executive Vice President and Chief Financial Officer of ConocoPhillips Company (ConocoPhillips) from October 2010 to February 2016. Mr. Sheets was associated with ConocoPhillips and its predecessor companies for more than 35 years and served in a variety of roles, including Senior Vice President, Planning and Strategy as well as Vice President & Treasurer. He began his career in 1980 as a process engineer with Phillips Petroleum Company. Mr. Sheets also serves on the Board of Directors of Schlumberger Limited and Westlake Chemical Corporation and is a former director of DCP Midstream Partners LP. Mr. Sheets received a Bachelor’s degree in Chemical Engineering from the Missouri University of Science and Technology and an M.B.A. from the University of Houston. Mr. Sheets is a member of the Board of Trustees at the Missouri University of Science and Technology.

Other Public Board Directorships	Committee Position(s)
Schlumberger Limited (NYSE)	Audit Committee (Chair) and Compensation Committee
Westlake Chemical Corporation (NYSE)	Audit Committee, Compensation Committee, Corporate Risk Committee, and Nominating and Governance Committee (Chair)

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BUSINESS OF THE MEETING

Mr. Steeves has over 40 years of experience in the North American oil and gas industry and is currently a corporate director. From January 2001 until April 2012, Mr. Steeves was Chairman and Chief Executive Officer of Echoex Ltd., a junior private oil and gas company focused on greenfield organic growth in Western Canada. Mr. Steeves spent over 15 years at Renaissance Energy Ltd. where he was appointed Chief Operating Officer in 1997. He holds a Bachelor of Science in Geology from the University of Calgary.

Other Public Board Directorships	Committee Position(s)
NuVista Energy Ltd. (TSX)	Environment, Social and Governance Committee (Chair), Governance and Nominating Committee and Reserves Committee
PrairieSky Royalty Ltd. (TSX)	Reserves Committee (Chair), Governance and Compensation Committee and Audit Committee

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BUSINESS OF THE MEETING

Majority Voting for Directors

Pursuant to Enerplus’ majority voting policy, for each director nominee to be elected, more than 50% of votes cast by or on behalf of Shareholders present in person or represented by proxy at the Meeting must be in favour of such election; otherwise, the nominee is required to submit their resignation to the Board immediately, with the resignation to take effect upon acceptance by the Board. The Corporate Governance & Nominating Committee will consider the director nominee’s offer to resign and will make a recommendation to the Board as to whether or not to accept the resignation. The Board determination must be made within 90 days of the Meeting. The Board will be expected to accept the resignation except in exceptional circumstances. In determining whether or not to accept the resignation, the Board will consider the Committee’s recommendation and such other factors it considers relevant before deciding whether to accept the nominee’s offer to resign. Enerplus will announce the decision by way of a press release, a copy of which will be provided to the TSX. If the Board determines not to accept a resignation, the press release will include the reasons for that decision. No nominee who is required to tender their resignation will participate in the deliberations or recommendations of the Committee or the Board.

If a nominee’s resignation is accepted, subject to applicable legal requirements, the Board may leave the resultant vacancy unfilled until the next Meeting or fill the vacancy through the appointment of a new director. This policy does not apply in circumstances involving contested director elections.

A copy of Enerplus’ majority voting policy is available on the Company’s website at www.enerplus.com.

4. Advisory Vote on Executive Compensation

At the Meeting, Shareholders will be asked to vote, on a non-binding, advisory basis, on the acceptance of Enerplus’ approach to executive compensation.

The Board believes that Shareholders should have the opportunity to fully understand the objectives, philosophy and principles that guide the executive compensation related decisions made by the Compensation & Human Resources Committee and the Board. Shareholders are encouraged to review the “Executive Compensation – Compensation Discussion & Analysis” section of this Information Circular, which discusses Enerplus’ compensation philosophy and approach to executive compensation, what the Named Executive Officers are paid, and how their respective levels of compensation are determined.

As part of Enerplus’ ongoing commitment to corporate governance, the Board has approved the inclusion of a non-binding advisory vote on executive compensation at the Meeting with the intention that this Shareholder advisory vote will form an integral part of the Board’s Shareholder engagement process relating to executive compensation.

As this is an advisory vote, the results will not be binding upon the Board. The Board, and specifically the Compensation & Human Resources Committee, will not be obligated to take any compensation actions, or make any adjustments to executive compensation programs or plans, as a result of the vote. However, in considering its approach to compensation in the future, the Committee and the Board will take into account the results of the vote, together with feedback received from Shareholders. Enerplus will disclose the results of the Shareholder advisory vote as part of its report on voting results at the Meeting. At the Company’s 2020 annual meeting, 95.39% of the votes cast by Shareholders approved of Enerplus’ approach to executive compensation.

At the Meeting, Shareholders will be asked to vote on the following resolution:

“BE IT RESOLVED, on an advisory basis and not to diminish the role and responsibilities of Enerplus’ board of directors, that the Shareholders accept Enerplus’ approach to executive compensation disclosed in the Information Circular and Proxy Statement dated March 16, 2021.”

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BUSINESS OF THE MEETING

The Board of Directors recommends that you vote FOR the advisory resolution approving Enerplus’ approach to executive compensation disclosed in this Information Circular. Unless otherwise instructed, the persons named in the Form of Proxy will vote FOR Enerplus’ approach to executive compensation disclosed in this Information Circular.

Board Recommendations for Shareholder Voting

Voting Decisions	Board Recommendation
Appointment of KPMG LLP as auditors of Enerplus	FOR
Election of management nominees as directors of Enerplus	FOR
Advisory, non-binding, vote accepting Enerplus’ approach to executive compensation	FOR

      24

CORPORATE GOVERNANCE

Enerplus is subject to the corporate governance disclosure requirements adopted by the Canadian Securities Administrators in National Instrument 58-101 and the corporate governance guidelines in National Policy 58-201. In addition, Enerplus is subject to certain of the corporate governance standards of the NYSE and to certain provisions of the Sarbanes-Oxley Act. As a foreign private issuer whose Common Shares are listed on the NYSE, Enerplus is required to disclose any significant ways in which its governance practices differ from those followed by U.S. domestic companies under the NYSE’s corporate governance listing standards. Enerplus has reviewed the NYSE listing standards and confirms that its corporate governance practices do not differ significantly from such standards. As a foreign private issuer whose Common Shares are listed on the NYSE, Enerplus is not obligated to have and does not have an internal audit function; however, Enerplus uses an independent company which reports directly to the Audit & Risk Management Committee of the Board to review and test Enerplus’ internal financial controls.

On an ongoing basis, and when determined to be appropriate or necessary, the Corporate Governance & Nominating Committee monitors and brings forward proposed changes to Enerplus’ corporate governance practices for the Board’s consideration and adoption.

Set out below is a description of certain corporate governance practices and principles of Enerplus, and the roles and responsibilities of the Board.

Board Composition

National Policy 58-201 provides that the majority of the Board should be comprised of independent directors. Eight of the nine director nominees proposed to be elected at the Meeting have been determined to be independent based on information provided by the individual directors and reviewed by the Corporate Governance & Nominating Committee. One director, Mr. Dundas, is the President & CEO of Enerplus and, as such, is not independent. It is Enerplus’ practice that the Chair of the Board shall be an independent and unrelated director and that only independent directors serve on the committees of the Board.

Mr. Hodgins and Ms. MacKenzie serve on the board of directors of MEG Energy Corp. The Board Chair is aware of the interlocking nature of these positions and is satisfied that these directors are independent because this board interlock does not impair their ability to exercise independent judgment as members of the Board and because MEG Energy Corp., which is an oil sands producer, is not a direct competitor to Enerplus.

Any independent director whose circumstances change such that they might be considered to be a non-independent director is required to promptly advise the Chair of the Corporate Governance & Nominating Committee of the change in circumstances and, if deemed non-independent, to submit their resignation to the Chair of the Board. The President & CEO of Enerplus shall be the only member of management and the only non-independent director on the Board.

Financial Experts

Pursuant to U.S. securities regulations, Enerplus is required to have a financial expert (as that term is defined by SEC regulations) on the Audit & Risk Management Committee of the Board. Currently, both Messrs. Hodgins and Sheets sit on that Committee and are qualified as financial experts. The Company believes that having two financial experts enables seamless future succession planning of Committee leadership and membership. Further, all members of the Committee are considered financially literate as determined under Canadian securities regulations and the NYSE rules.

Orientation and Continuous Development

The Corporate Governance & Nominating Committee is responsible for reviewing and monitoring the orientation program for new directors. The Committee ensures each new director receives an orientation, supplemented by a fulsome collection of orientation materials. Subject to the new director’s requests, director orientation involves a series of individual meetings between the new director and existing directors and executive officers. Meetings with Enerplus’ executive officers help provide the new director with context surrounding the Company’s recent performance, organizational culture, future goals and current challenges. The Chair and other members of the Board review with each new director certain information and materials regarding Enerplus, including the role of the Board and its committees, the organization’s near and longer term priorities, and ongoing Board initiatives. The new director is also encouraged to participate in all Board Committee meetings and pursue continuing education opportunities during their Board tenure.

      25

CORPORATE GOVERNANCE

The Committee, in conjunction with the Board Chair and management, has oversight of continuing education for directors in order to ensure that directors maintain the skills and knowledge necessary to meet their obligations. Directors are encouraged to participate in continuing education programs of their choosing to refresh and/or increase their knowledge and skills. To this end, the Company provides all directors with membership in the Institute of Corporate Directors and the National Association of Corporate Directors. Further, Enerplus encourages and facilitates director participation in various continuing education seminars and workshops, both internally at Enerplus and externally.

Members of the Board participate in a variety of self-directed learning endeavors, including reviewing industry and business publications and attendance at virtual and in-person continuing education sessions. Sessions attended by Board members in 2020 are listed in Schedule B. Enerplus hosted three technical sessions for directors in 2020 on the topics of air quality, rod pump downtime prediction, and the Williston Basin. These internal technical sessions were attended by all directors.

Human Capital Management

Enerplus’ human capital management practices and related risk monitoring are the Company’s management’s responsibility, with oversight and assistance of the Compensation & Human Resources Committee. As at December 31, 2020, Enerplus employed 359 full-time benefit employees and payroll consultants.

Enerplus’ culture is a key differentiator that enables the Company’s ability to attract, retain and engage the best talent. Enerplus supports a culture where its employees act consistently with the Company’s values. They are engaged in their work, support innovation and corporate agility, and take personal accountability and ownership for delivering superior corporate performance. Maintaining strong employee engagement, supporting wellbeing and fostering an environment of inclusion are all central elements of the Company’s culture.

Enerplus employs technology that aids management’s ability to regularly measure employee engagement and aspects of its culture. This has proven invaluable during the recent pandemic in enabling the Company to rapidly identify and respond to issues related to engagement such as employee wellbeing, remote work effectiveness, impacts to productivity and other human capital matters.

Diversity and Inclusion

Enerplus is firmly committed to inclusion, which the Company defines as welcoming diverse people and perspectives. Supporting inclusion helps the Company gain new insights into the business and enhances collaboration, innovation and problem-solving. Enerplus has focused on improving inclusion through education and raising the degree of awareness and understanding of the unique strengths that each individual employee brings to the Company. Enerplus has also introduced technology and debiased processes to ensure equality in the way the Company makes decisions regarding hiring, promotions, development and compensation. It has also created supportive and flexible work practices for employees and opportunities for employees to collaborate across the organization.

      26

CORPORATE GOVERNANCE

In addition to the Company’s commitment to fostering an inclusive workplace, the Board has adopted a Diversity Policy which is intended to remove unconscious and systemic bias in the Company’s recruitment process. To attract and retain the most qualified individuals for any position, Enerplus must ensure that it objectively assesses talent and skill based on merit, without being influenced by gender, age, ethnicity or other similar characteristics. The Company acknowledges the benefits of diversity and encourages the consideration of all candidates who have the necessary skills, knowledge and experience to help achieve Enerplus’ business objectives.

Other than the Diversity Policy, Enerplus has not adopted another policy or set any quotas relating to the identification and nomination of directors or executive officers who are female, a visible minority or have a disability.

Gender Diversity

The Corporate Governance & Nominating Committee considers the current percentage of women on the Board as one important factor in its director recruitment process. Similarly, Enerplus’ management also considers gender when making employment and promotion decisions. To remove systemic bias in its recruitment efforts, Enerplus has adopted the use of a blind recruitment software system which is specifically designed to promote inclusiveness and ground recruitment decisions in merit.

Enerplus has been successful in its efforts to attract, develop, retain and recruit exceptional leaders who are women, including our Board Chair. The chart below shows Enerplus’ gender diversity as of March 16, 2021. Enerplus will continue to monitor its gender diversity and disclose the results of its gender profile to the Shareholders on an annual basis.

Category	Total		Number of Women	% of Women
Independent Directors (standing for re-election)		8	4		50	%
Executive Officers		10	2		20	%
Managers		23	7		30	%

Board and Committee Meetings

The Board meets a minimum of six times per year. Each Board and committee meeting includes an in-camera discussion by the independent directors without the presence of management. Directors may assist in preparing the agenda for Board and committee meetings. The directors receive a comprehensive package of information in advance of each meeting. Further, the Board attends an annual strategic planning session to review, amend or adopt long term strategies and new corporate objectives for regular review in the upcoming year. Further details on Board and committee meeting attendance are outlined in the individual director nominee profiles.

Board Directorship Policy

Being an active and contributing member of the Board requires skill, experience and a personal commitment of both time and energy. To ensure that all directors have sufficient time to commit to the Board, Enerplus has adopted a policy according to which, should a director wish to serve on the board of directors of, or provide consulting or advisory services to, another public entity, the director must obtain prior approval before committing to do so. The Chair of the Corporate Governance & Nominating Committee and the Chair of the Board review any requests of Board members who wish to serve on other public company boards.

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CORPORATE GOVERNANCE

After a detailed review, a decision will be made which will consider the current number of directorships, potential conflicts, past attendance at Board meetings, and the director’s past peer-to-peer performance assessments. The purpose of this policy is to ensure the director will have sufficient time to successfully satisfy their obligations to Enerplus and ensure that no directors of Enerplus become overloaded. At the present time, Enerplus believes all of the nominees for election to the Board have sufficient time to commit to their duties as Enerplus directors.

The policy also requires the CEO be subjected to the same review process as independent directors if the CEO wishes to serve on the board of directors of another public entity. The policy restricts the CEO to only one such directorship position. Currently, the CEO does not sit on the board of directors of any other public issuer.

Director Compensation

In order to attract and retain skilled, high-functioning individuals to serve as Board members, Enerplus monitors the director compensation practices of its market peers. The Corporate Governance & Nominating Committee regularly reviews the compensation of the members of the Board. Following the review, the Committee makes recommendations to the Board for its consideration when it believes changes in director compensation are warranted or appropriate.

Director Nomination Processes and Succession Planning

A core responsibility of the Corporate Governance & Nominating Committee is to identify prospective Board members, consistent with Board-approved criteria that are aligned with the Company’s strategic objectives and to recommend such individuals as nominees for election to the Board at each annual meeting of Shareholders or to fill vacancies on the Board which occur during the year. See the “Board Mandate and Committees - Corporate Governance & Nominating Committee” section for a description of the Committee’s other responsibilities.

For the Corporate Governance & Nominating Committee to recommend an individual for Board membership, candidates must be independent and are assessed on their individual qualifications and diversity of experience. They must also exhibit the highest degree of integrity, professionalism, values and independent judgment. The Committee recognizes diversity as an important selection criterion, as evidenced by strong female representation on the Company’s Board, including the Board Chair.

The Committee may engage the services of a search firm to assist in the identification of director candidates with the necessary skills or experience the Board requires. On an ongoing basis, the Corporate Governance & Nominating Committee also asks incumbent directors and executive officers to suggest individuals to be considered as prospective Board nominees. When it becomes apparent that a new Board nominee may be considered for Board membership, the Committee utilizes the Director Skills Matrix in reviewing potential candidates against the skill set of the incumbent Board. Potential nominees who possess experience and expertise in identified areas of need will be given priority.

Executive Succession Planning

The Compensation & Human Resources Committee is accountable for reviewing executive officer ongoing succession, leadership and talent strategy programs and plans. The executive officers, on a regular basis, provide the Committee with information on succession plans for executive positions. This includes the ongoing assessment of potential succession gaps, as well as updates regarding the development and progression of internal talent.

Regarding CEO succession planning, the Company, in cooperation with the Compensation & Human Resources Committee, conducts a rigorous annual review of potential succession candidates within the Company. Once identified, succession candidates are monitored to identify possible skills gaps and career plans are developed to aid such individuals to address areas requiring further development.

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CORPORATE GOVERNANCE

Ethical Business Conduct

The Board has adopted a Code of Business Conduct applicable to all directors, officers, employees and consultants of Enerplus. The Board monitors compliance with the Code by requiring that each director, officer, employee and consultant annually confirm in writing that they have read and comply with the Code. Should an individual have any concerns or questions regarding compliance, that person may qualify their confirmation with written remarks. The Code sets out, in detail, the core values and the principles by which Enerplus is governed. It addresses topics including: honest and ethical conduct, conflicts of interest, compliance with applicable laws and Company policies and procedures, use of corporate assets and opportunities, confidentiality of corporate information, reporting responsibilities and procedures and non-retaliation. The Code is available on Enerplus’ website at www.enerplus.com, under Enerplus’ SEDAR profile at www.sedar.com and on Form 6-K on EDGAR at www.sec.gov.

The Board and the Audit & Risk Management Committee have established a Whistleblower Policy to encourage members of the public, employees, officers and directors to raise concerns regarding matters covered by the Code, including accounting, internal controls and auditing matters. Anyone may contact the Board Chair, the Chair of the Audit & Risk Management Committee, the Chair of the Compensation & Human Resources Committee, the CEO, the Vice-President, General Counsel & Corporate Secretary, the Senior Vice-President & Chief Financial Officer or the Senior Vice-President & Chief Operating Officer to report a contravention of the Code on a confidential basis free from discrimination, retaliation or harassment. A copy of the Whistleblower Policy is available on Enerplus’ website at www.enerplus.com.

In addition, in order to ensure independent judgment in considering transactions and agreements in which a director or officer of Enerplus has a material interest, all related party transactions and any payments arising from such transactions must be approved by the other independent directors. In 2020, no director or officer of Enerplus had a material interest in any Company transaction.

Board Effectiveness

The Corporate Governance & Nominating Committee is responsible for assessing the effectiveness of the Board and the Board committees. The Corporate Governance & Nominating Committee satisfies this responsibility by undertaking an anonymous annual survey of all the members of the Board. This survey focuses on corporate governance, Board operations, Board structure, and Board culture. Once completed, the confidential survey results are summarized and delivered to the Corporate Governance & Nominating Committee Chair, who synthesizes the results for review and discussion with the other members of the committee. This review and discussion results in the development of recommended actions for the Board’s consideration and adoption. Following Board approval, the Corporate Governance & Nominating Committee generates an action plan and monitors progress to ensure plan execution and implementation.

In addition to, and separate from, the annual Board survey process described above, all Board members participate in an annual director peer-to-peer evaluation process. This is a formal process of performance evaluation of each director by their peers on the Board. In addition, each committee Chair and the Chair of the Board are subject to separate evaluation.

As part of the evaluation process, each director is required to participate by providing an anonymous and fulsome written evaluation of all the directors on the Board. The process is primarily designed to evaluate the relative contributions of each of their fellow directors. The peer-to-peer evaluation requires a director to rate their peers on such attributes as engagement, continuous improvement, culture, business acumen, and independent thought. Further, each director is also required to complete a self-evaluation which is then compared to the collective evaluation by that director’s peers. Following the completion of the evaluation and the confidential tabulation of the results, the Chair of the Board confidentially meets with each director to review the results of their evaluation. In addition, the Chair of the Corporate Governance & Nominating Committee confidentially meets with the Chair of the Board to review the Chair of the Board’s own evaluation. The purpose of these assessments is to assist in enhancing the overall performance of each individual director and, therefore, that of the Board. These assessments serve to improve the Board’s oversight and effectiveness in fulfilling its obligation to provide advice and strategic direction to management.

      29

CORPORATE GOVERNANCE

The Board does not have term limits for its directors. Rather, the Corporate Governance & Nominating Committee, in conjunction with the Chair of the Board, proactively identifies an appropriate timeframe for the retirement and replacement of directors. This process, along with the annual Board evaluation process, ensures healthy Board renewal while allowing for strategic timing of Board retirements. Director succession planning is an integral part of the Corporate Governance & Nominating Committee’s mandate and the Board considers this strategy to be essential in maintaining its ability to effectively perform its functions.

Director Skills Matrix

The Corporate Governance & Nominating Committee maintains a comprehensive director skills matrix, which helps the committee to assess whether there is an appropriate mix of skills and experience on the current Board. This assessment is used as a guide for Board member recruitment. The table below shows the top five areas of expertise for each independent Board nominee as well as other areas in which each independent director has broad knowledge. The matrix is followed by a summary of demographic characteristics of those nominees.

Area of Expertise	Independent Directors
* Most significant areas of expertise ●  Other areas of significant expertise O  Basic / broad expertise	Foulkes	Buie	Clarke-Whistler	Hodgins	MacKenzie	Pew	Sheets	Steeves
Business development, mergers & acquisitions, and strategic planning	*	*	●	*	●	*	*	*
Capital markets	*	O	*	*	O	●	*	O
Change management	●	●	*	●	●	*	O	●
Enterprise management	*	*	O	●	*	*	O	*
Enterprise risk management	●	*	●	●	*	*	●	●
ESG oversight, including health & safety	●	O	*	O	●	●	O	●
Global experience	O	●	*	●	*	●	*	O
Finance and accounting	O	O	O	*	O	●	*	O
Human capital management	O	●	O	●	*	●	O	O
Legal and regulatory	O	●	O	●	O	●	O	O
Oil & gas industry experience	*	*	O	*	*	*	*	*
Reserves evaluation	*	*	O	●	●	●	O	*
Stakeholder relations	●	O	*	*	O	O	O	●

      30

CORPORATE GOVERNANCE

 

Shareholder Engagement

During 2020, several executive officers of Enerplus engaged with Shareholders to listen to their opinions and concerns and discuss the outlook for the business. The meetings involved a dialogue on a variety of topics, including: capital allocation, corporate operating results, corporate strategy regarding acquisitions and divestments, the Company’s financial position and liquidity, dividend and share buyback strategy, commodity hedging and ESG matters.

In addition to Shareholder engagement by management, members of the Board also engaged with corporate governance stakeholders and Shareholders. The purpose of those meetings was to provide opportunities for stakeholders to provide direct feedback to the Board and to help ensure that the Board continues to evolve its policies and practices to maintain alignment with Shareholders. The discussions were centered on the Board’s composition and its focus areas, including corporate governance and other ESG initiatives, along with its approach to executive compensation.

In total, Enerplus representatives communicated with Shareholders representing approximately 41% of Enerplus’ issued and outstanding Common Shares in 2020.

Enerplus carries out its Shareholder engagement activities through a variety of methods. In addition to its annual Shareholder meeting, Enerplus participates in numerous investor conferences and one-on-one meetings. These types of engagements continued throughout the pandemic through the extensive use of virtual meetings. Enerplus also regularly communicates its quarterly results via audiocast and dial-in conference calls. Shareholders are encouraged to contact Enerplus’ Investor Relations department by letter, phone or email to share their views and comments. Enerplus believes that increased stakeholder and Shareholder engagement provides the Company with valuable insight regarding what stakeholders and Shareholders are thinking and what is important to them. As part of its long-established objective of open communication, the Board invites stakeholders and Shareholders alike to engage with representatives of the Company at investorrelations@enerplus.com or by telephone at 1-800-319-6462.

      31

CORPORATE GOVERNANCE

Environmental, Social & Governance (“ESG”) Focus Areas

Enerplus’ core values include a commitment to develop its resources responsibly and profitably while making a positive contribution to society. The following outlines our approach to ESG.

1      Importance	2      Integration	3      Oversight
•      Long-term company value can be materially impacted by ESG factors •      Enerplus believes the integration of key ESG factors into its strategy will reduce risk and enhance long-term business resilience •      Clear, consistent disclosure of ESG information allows stakeholders to make informed decisions	•      Identify focus areas that could materially impact Company value •      Establish objectives and targets relative to each material focus area •      Integrate objectives and targets throughout the organization	•      Senior leadership team is involved in the identification of material focus areas and, in conjunction with the Board of Directors, in setting objectives and targets •      Focus areas are integrated into enterprise risk management •      Each focus area has oversight from the Board of Directors with management ensuring the Board has a comprehensive understanding of the issues

Enerplus has identified six material focus areas, which are described in detail below.

Material Focus Areas
	Board Constitution & Culture – Strong corporate governance is integral to the management of the organization. It instills investor confidence, encourages shareholder engagement and promotes accountability.
	Greenhouse Gas Emissions – Reducing emissions intensity will allow us to develop our natural resources responsibly while ensuring Enerplus adheres to the strict regulatory regimes under which we operate.
	Water Management – Deploying technology to reduce freshwater dependence through use of produced water allows us to create economic value for the Company’s operations while limiting our impact on the environment.
	Health & Safety – Keeping the Company’s employees, contractors and communities safe is a fundamental corporate responsibility and it will continue to create value, efficiency and drive our culture.
	Culture – The Company’s culture is an integral differentiator which drives organizational value. Continuing to foster inclusivity will benefit Enerplus’ employees and the organization.
	Community Engagement – Enerplus’ public license to operate is closely tied to continuing to build genuine, respectful relationships in the communities where we operate.

Board oversight of these material focus areas is identified in specific Committee mandates described in the following section.

The Board is responsible for the overall stewardship of Enerplus and discharges this responsibility directly and through delegation of specific responsibilities to committees of the Board, the Chair of the Board and the executive officers of Enerplus. The Board has five committees, listed below, each operating in accordance with a Board-approved written mandate outlining its duties and responsibilities. The following section outlines the assignment and rotation of committee Chairs and a general review of each of the Board committees and their respective functions. A copy of the Board’s mandate is included in Schedule C to this Information Circular and can be found on Enerplus’ website at www.enerplus.com.

      32

BOARD MANDATE AND COMMITTEES

The five Board Committees are:

▪ Audit & Risk Management Committee

▪ Compensation & Human Resources Committee

▪ Corporate Governance & Nominating Committee

▪ Reserves Committee

▪ Safety & Social Responsibility Committee

All members of each of the Committees are independent directors.

Each of the Committee charters can be found on Enerplus’ website. In 2021, the Board is reviewing the Committee construct to optimize the structure to enhance Board efficiency and oversight. This may result in a restructuring of the Committees and their respective responsibilities.

Position Descriptions and Responsibilities

The Board has written position descriptions for the Chair of the Board and for the committee Chairs (the “Chairs”). The Board and CEO have also developed a written position description for the CEO. These position descriptions can be found on Enerplus’ website.

The Board Chair is responsible for the management, development and effective leadership of the Board. The Board Chair’s primary role is to provide leadership to the Board and its committees, including chairing meetings in a manner that facilitates open discussions and expressions of competing views. The Board Chair is also responsible for, among other things, fostering ethical and independent decision-making, providing a link between the Board and management, and acting in an advisory capacity to the CEO in all matters concerning the interests and management of Enerplus.

Rotation of Committee Assignments and Chairs

Committee assignments and the designation of committee Chairs are based on each director’s knowledge, interests and areas of expertise. The Board favours rotation of committee assignments and committee Chairs, where practicable, to broaden the exposure of individual directors and introduce new perspectives to the Board committees. However, the Board believes experience and continuity must be preserved when considering candidates for rotation. Committee members and Chairs may be rotated in response to changes in membership of the Board and, in all cases, should be rotated only if doing so is likely to maintain or increase committee performance. All directors are welcome to attend any committee meetings and are given access to all committee materials regardless of whether they are a member of the committee.

      33

BOARD MANDATE AND COMMITTEES

Audit & Risk Management Committee

Chair: Robert B. Hodgins Members: Judith D. Buie, Karen Clarke-Whistler, and Jeffrey W. Sheets

Accountability: Assists the Board in fulfilling its oversight responsibilities with respect to Enerplus’ financial reporting, continuous disclosure and risk management obligations. The Committee also reviews, on behalf of the Board, management’s compliance with its obligations and responsibilities with regard to such matters as internal financial controls, financial regulatory compliance and the engagement of the Company’s external auditors, including ongoing review of the adequacy of the external auditor’s work product.

Key Responsibilities:

✓ Review adequacy of Enerplus’ financial reporting and continuous disclosure

✓ Review Enerplus’ internal controls and policies, the certification process, and compliance with regulatory requirements over financial matters

✓ Evaluate and monitor the performance and independence of Enerplus’ external auditors and approve their annual audit plan

✓ Monitor the way the business risks of Enerplus are identified and managed, including compliance with the Company’s Risk Management Policy

✓ Establish and monitor reports concerning the Company’s Whistleblower Policy

✓ Receive the Company’s financial reports and review them with the Company’s external auditors

✓ Review management’s compliance with significant accounting or financial reporting policies and standards

Certain information regarding the Audit & Risk Management Committee that is required to be disclosed in accordance with National Instrument 52-110 is contained in Appendix D to Enerplus’ Annual Information Form for the year ending December 31, 2020 dated February 19, 2021, an electronic copy of which is available on the internet under Enerplus’ SEDAR profile at www.sedar.com, in Enerplus’ Form 40-F filed on EDGAR at www.sec.gov and on Enerplus’ website at www.enerplus.com.

Compensation & Human Resources Committee

Chair: Susan M. MacKenzie Members: Robert B. Hodgins and Karen Clarke-Whistler

Accountability: Assists the Board in fulfilling its duties regarding Human Capital Management matters such as human resources policies, culture stewardship, corporate succession planning, talent management and compensation matters. The Committee also recommends the form and adequacy of compensation arrangements for Enerplus’ executive officers and employees, having regard to associated risks and responsibilities. The Committee obtains advice from external consultants regarding the compensation of executive officers to ensure achievement of compensation objectives.

Key Responsibilities:

✓ Review with the CEO his evaluation of the performance of the executive officers with reference to corporate and individual objectives

✓ Make base salary recommendations for the CEO and the other executive officers to the Board for its approval, having regard to executive compensation policies, programs and awards

✓ Make annual incentive recommendations to the Board for its approval, including establishing corporate objectives for bonus plans at the beginning of each year and measuring the degree of realization at the end of each year

✓ Review and make recommendations to the Board for approval regarding the granting of awards to officers and employees under Enerplus’ long term incentive (“LTI”) plans

✓ Provide oversight of culture aspects of ESG, including reviewing culture and compensation programs to attract, motivate and retain the quality of personnel required to meet business objectives

✓ Review long term succession plans for executive positions

✓ Oversee assessment of Enerplus’ risks relating to its compensation philosophy, policies and practices, to ensure that executives are not encouraged to take unnecessary or inappropriate risks, and to review disclosure in these respects

✓ Review management’s progress in achieving the objectives of the Diversity Policy and disclose results of such progress to Shareholders on an annual basis

      34

BOARD MANDATE AND COMMITTEES

Corporate Governance & Nominating Committee	Chair: Susan M. MacKenzie Members: Judith D. Buie, Robert B. Hodgins, and Sheldon B. Steeves
Accountability: Assists the Board in matters of corporate governance and regularly reviews Enerplus’ internal practices and policies to ensure that such practices and policies reflect corporate governance best practices. Furthermore, the Committee also assists the Board in identifying and evaluating director candidates and recommending nominees for membership on the Board.

Key Responsibilities:

✓ Assess and make recommendations as to the size, composition, expertise, engagement and effectiveness of the Board

✓ Ensure that the Board is equipped to provide oversight of the Company’s ESG-based strategies by providing education and maintaining appropriate skillsets on the Board

✓ Recommend nominees for election or re-election to the Board

✓ Annually review the individual director contributions and sustainability of each director’s continuation on the Board

✓ Facilitate the Board self-evaluation process

✓ Review and monitor the orientation of new directors

✓ Regularly review Enerplus’ corporate governance practices as well as recommend to the Board any changes that the Committee deems necessary or advisable

✓ Review Enerplus’ annual disclosure of corporate governance practices

✓ Review director compensation and make recommendations to the Board annually

Reserves Committee	Chair: Sheldon B. Steeves Members: Judith D. Buie and Jeffrey W. Sheets
Accountability: Assists the Board in carrying out its responsibilities with respect to public disclosure requirements and annual and interim reviews of Enerplus’ oil and natural gas reserves and resources.

Key Responsibilities:

✓ Recommend to the Board the engagement of the independent reserves evaluators

✓ Review management’s assessment of the work of the independent reserves evaluators annually, and if deemed advisable, obtain bids from other evaluators

✓ Review Enerplus’ procedures relating to the disclosure of information about its reserves and resources

✓ Review the scope of the annual review of the reserves and resources by the independent reserves evaluators, including findings and any disagreements with management

✓ Meet in-camera with the independent reserves evaluators

✓ Determine whether any restrictions affect the ability of the independent reserves evaluators in reporting on Enerplus’ reserves and resources data

Safety & Social Responsibility Committee

Chair: Jeffrey W. Sheets Members: Karen E. Clarke-Whistler, Susan M. MacKenzie, and Sheldon B. Steeves

Accountability: Assists the Board in carrying out its responsibilities to provide oversight on management’s development and implementation of an effective safety and social responsibility management system. This ensures that Enerplus’ activities are planned and executed in a safe and responsible manner and that there are adequate systems in place to support ongoing compliance with Enerplus’ regulatory obligations.

Key Responsibilities:

✓ Review Enerplus’ Environmental, Social and Governance Policy and Health & Safety Policy annually

✓ Review Enerplus’ safety and social responsibility performance matters quarterly

✓ Review external and internal results from risk assessments, ongoing investigations and audits performed

✓ Generally, ensure the integrity of Enerplus’ safety and social responsibility programs and policies

✓ Ensure proper allocation of accountability for ESG disclosure related to water management, greenhouse gas (“GHG”) emissions, health and safety, and stakeholder engagement

✓ Participate in annual visits to one of Enerplus’ operated assets

✓ Receive an annual compliance certificate from management

      35

DIRECTOR COMPENSATION

Philosophy

The Board, through the Corporate Governance & Nominating Committee, is responsible for benchmarking and designing the directors’ compensation program. The Committee annually reviews director compensation relative to a peer group and targets total compensation at or above the median. The overall objective is to ensure the director compensation program:

✓ Attracts and retains the services of highly qualified individuals

✓ Compensates the directors in a manner that is competitive with comparable peers and commensurate with the risks and responsibilities assumed in Board and committee membership

✓ Aligns the interests of the directors with Shareholders

Directors’ compensation includes annual cash retainers, travel fees (if applicable), and annual share-based awards. Directors can accept their share-based awards in the form of Deferred Share Units (“DSUs”) granted under the Deferred Share Unit Plan or Restricted Share Units (“Director RSUs”) granted under the Director RSU Plan. Directors are not eligible to receive other forms of equity incentive awards, such as stock options, incentive rights, or performance share units. Prior to 2021, Directors had the option to elect to receive their annual share-based award in Common Shares. Directors do not participate in any employee equity incentive plans.

The director compensation table set forth below only refers to the compensation of independent directors. Mr. Dundas does not receive any compensation related to his services as a director of the Company. For information on Mr. Dundas’ compensation in his capacity as CEO, see the “Executive Compensation” section.

Fees and Retainers

Directors receive cash fees and retainers paid on a quarterly basis. They are also reimbursed for travel expenses related to their meeting attendance. In 2020, Enerplus reduced all director cash retainers by 10% from April to December to align with executive base salary reductions implemented in response to the rapid decline in crude oil prices in March. All cash retainers were fully restored to their January 1, 2020 levels effective January 1, 2021.

2020 Annual Cash Retainer and Other Fees	January – March(1)		April - December(1)		Total Annualized Value
Board Chair Retainer	$	145,000	$	130,500	$	134,125
Director Retainer	$	60,000	$	54,000	$	55,500
Audit & Risk Management Committee Chair/Compensation & Human Resources Committee Chair	$	20,000	$	18,000	$	18,500
Other Committee Chairs	$	10,000	$	9,000	$	9,250
Travel Fee(2) (per travel day, for directors travelling more than three hours by plane to attend a Board meeting)	$	1,500		n/a		n/a

Notes:

1. All fees shown on an annualized basis, other than travel fees.

2. In response to the global pandemic, all Director meetings from April to December 2020 were held virtually. Consequently, Enerplus did not provide any remuneration in respect of travel during this time period.

      36

DIRECTOR COMPENSATION

Share-Based Awards

Directors receive an annual equity retainer. Directors may elect, prior to the relevant calendar year, to receive their equity retainer as DSUs granted under the Deferred Share Unit Plan or Director RSUs granted under the Director RSU Plan, or a combination of each. Prior to 2021, Directors were able to elect to receive the equity retainer as Common Shares issued under the Director Share Plan.

2020 Annual Equity Retainer
Board Chair Retainer	$	160,000
Director Retainer	$	125,000

A summary of the various director equity plans under which grants are outstanding as of the date of this Information Circular is contained in Schedule D.

Director Compensation Tables

Director Summary Compensation Table

The following table summarizes the aggregate compensation provided to each of the independent directors in 2020. All dollar figures shown below are in Canadian dollars.

In 2020, a total of $1,777,963 was paid to the directors in annual compensation consisting of: $556,554 in annual cash retainers, $1,132,659 in share-based retainers, $64,750 paid to those directors who acted as Chair of a committee, and $24,000 for travel fees.

Mr. Dundas, the President & CEO of Enerplus, did not receive any compensation in his capacity as a director and does not hold any DSUs or other share-based awards available to independent directors.

	Annual Cash Retainer and Meeting Fees		Committee Chair Retainer		Travel Fees(1)		Share-Based Awards(2)		Total Compensation
Name	$		$		$		$		$
Hilary A. Foulkes(3)		105,309		3,390		-		147,856		256,555
Judith D. Buie		55,500		-		6,000		125,001		186,501
Karen E. Clarke-Whistler		55,500		-		6,000		125,001		186,501
Michael R. Culbert(4)		33,929		11,310		-		74,800		120,039
Robert B. Hodgins		55,500		18,500		-		125,001		199,001
Susan M. MacKenzie		55,500		16,440		-		125,001		196,941
Elliott Pew(4)		84,316		-		6,000		159,997		250,313
Jeffrey W. Sheets		55,500		5,860		6,000		125,001		192,361
Sheldon B. Steeves		55,500		9,250		-		125,001		189,751
Total	$	556,554	$	64,750	$	24,000	$	1,132,659	$	1,777,963

Notes:

1. Travel fees of $1,500 per travel day are for directors travelling more than three hours by plane to attend a Board meeting and include travel to the annual strategy session.

2. Represents the value of Common Shares, DSUs or Director RSUs granted to the various directors under the Director Share Plan, the Deferred Share Unit Plan or the Director RSU Plan, as elected by each director, with respect to their 2020 share-based award entitlement. The number of Common Shares, DSUs and/or Director RSUs granted in 2020 was calculated by dividing the dollar value of the portion of the directors’ equity retainer that is elected to be paid in the form of Common Shares, DSUs or Director RSUs by the weighted average trading price of the Common Shares on the TSX for the last twenty trading days in 2019, which was $8.8041.

3. Ms. Foulkes succeeded Mr. Pew as Board Chair following Enerplus’ May 7, 2020 annual meeting. Compensation paid to each of Ms. Foulkes and Mr. Pew during 2020 reflects the proportion of the year during which they each held the Board Chair position

4. Mr. Culbert retired from the Board effective August 7, 2020.

      37

DIRECTOR COMPENSATION

Outstanding Share-Based Awards as of December 31, 2020

The following table shows all outstanding share-based awards held by directors as of December 31, 2020, which includes DSUs and/or Director RSUs provided to the director where they elected to receive such awards as payment of all or a portion of their annual equity retainer. All DSUs vest at the time of grant but are not paid until the director leaves the Board. Director RSUs vest in three tranches: one-third on each of the first, second and third anniversary dates of the date of grant. For additional information on the Deferred Share Unit Plan and the Director RSU Plan, see Schedule D.

	Number of Share-Based Awards that have not vested(1)	Market or Payout Value of Share-Based Awards that have not vested (2)	Market or Payout Value of Vested Share-Based Awards not Paid Out(3)
Name	#	$	$
Hilary A. Foulkes	57,844 DSUs	-	230,221
	17,328 Director RSUs	68,967	-
Judith D. Buie	14,676 DSUs	-	58,409
	0 Director RSUs	-	-
Karen E. Clarke-Whistler	26,126 DSUs	-	103,983
	0 Director RSUs	-	-
Michael R. Culbert	65,711 DSUs	-	261,528
	0 Director RSUs	-	-
Robert B. Hodgins	44,867 DSUs	-	221,853
	7,338 Director RSUs	29,204	-
Susan M. MacKenzie	74,973 DSUs	-	341,676
	14,676 Director RSUs	58,409	-
Elliott Pew	121,945 DSUs	-	528,624
	0 Director RSUs	-	-
Jeffrey W. Sheets	20,400 DSUs	-	81,194
	0 Director RSUs	-	-
Sheldon B. Steeves	86,470 DSUs	-	371,093
	0 Director RSUs	-	-

Notes:

1. Represents the number of DSUs and/or Director RSUs awarded to the director in 2020 pursuant to the Deferred Share Unit Plan and the Director RSU Plan, respectively, as elected by such director, and which were outstanding as at December 31, 2020.

2. Represents the market or payout value of all Director RSUs held by each director as of December 31, 2020. The estimated future payouts represent Enerplus’ estimate, as at December 31, 2020, of the future cash payout amount of the unvested Director RSUs based on the closing price of the Common Shares on the TSX on December 31, 2020 of $3.98 per Common Share. The cash payout will include an additional amount to reflect the notional reinvestment of any dividends paid by Enerplus over the vesting period. No amount is presented in the column for DSUs as all DSUs were vested at the time of grant and are reflected in the following column.

3. Represents the market or payout value of all DSUs held by each director as of December 31, 2020. The estimated future payouts represent Enerplus’ estimate, as at December 31, 2020, of the future cash payout amount of the DSUs based on the closing price of the Common Shares on the TSX on December 31, 2020 of $3.98 per Common Share. The cash payout will include an additional amount to reflect the notional reinvestment of any dividends paid by Enerplus over the vesting period. No amount is presented in the column for Director RSUs as no Director RSUs were vested as at December 31, 2020.

      38

DIRECTOR COMPENSATION

Incentive Plan Awards – Value Vested or Earned During the Year

No DSUs or Director RSUs vested and were paid to any director in 2020. The number and value of DSUs held by each director are set forth in the tables above and elsewhere in this Information Circular and are not settled and paid until the director leaves the Board. As the initial grant of Director RSUs was made in 2020, the first tranche of Director RSUs (representing one-third of the Director RSUs granted to those directors who elected to receive Director RSUs as payment of all or a portion of their 2020 equity retainer) vested in January 2021.

Director Equity Ownership Requirements

In order to further align the directors’ interests with those of Shareholders, directors are required to hold equity interests in Enerplus (Common Shares, DSUs, and/or Director RSUs) equal to a minimum of three times their total annual compensation (i.e., their annual cash and equity retainers, excluding any committee Chair retainers and travel fees) within five years of their election to the Board.

Outlined below is the number and value of Common Shares, DSUs, and Director RSUs owned by each independent director as at March 16, 2021. Equity ownership requirements for Mr. Dundas, the CEO of Enerplus, are reflected in the “Executive Compensation” section in this Information Circular. The value of a director’s total equity ownership is calculated based on the higher of either the closing price of the Common Shares on the TSX on March 16, 2021 or their original purchase price (and in the case of DSUs and Director RSUs, their grant date fair value).

Currently, all director nominees comply with the Company’s ownership requirements. Ms. Buie and Ms. Clarke-Whistler have not yet achieved the prescribed total value of equity ownership, but have time remaining relative to their respective appointment dates.

Name	Common Shares (#)		DSUs(1) (#)		Director RSUs (#)		Total Value of Equity Ownership(2) ($)		Equity Ownership Requirement ($)		Ownership Requirement Achievement Deadline	Compliance with Ownership Requirement
Hilary A. Foulkes		15,000		97,773		11.195		1,114,771		915,000	Achieved	Complies
Judith D. Buie(3)		-		45,871		-		337,900		555,000	January 1, 2025	Complies
Karen Clarke-Whistler		5,000		57,321		-		506,603		555,000	December 28, 2023	Complies
Robert B. Hodgins		37,373		60,465		20,329		1,410,040		555,000	Achieved	Complies
Susan M. MacKenzie		6,450		90,571		25,062		1,279,992		555,000	Achieved	Complies
Elliott Pew(3)		136,463		153,140		-		2,862,164		555,000	Achieved	Complies
Jeffrey W. Sheets(3)		14,198		20,400		31,195		565,131		555,000	Achieved	Complies
Sheldon B. Steeves		1,600		86,470		31,195		1,167,859		555,000	Achieved	Complies

Note:

1. The number of DSUs includes the value of reinvested dividends up to December 31, 2020.

2. Based on the higher of the closing price of the Common Shares on the TSX of $6.69 per Common Share on March 16, 2021 or their book value at the time of acquisition or grant.

3. The amounts represent the Canadian dollar equivalent of the U.S. dollar equity ownership value based on the exchange rate in effect on March 16, 2021 of US$1.00=CDN $1.2455.

      39

EXECUTIVE COMPENSATION

Letter to Shareholders

Dear Fellow Shareholder,

We, the Board of Directors, are accountable to our Shareholders for the overall stewardship of Enerplus. Our accountability includes a commitment to provide our Shareholders with information on the executive compensation philosophy, programs and decision-making at Enerplus that enable us to attract, motivate and retain the high-quality executive talent we require to deliver Shareholder value.

2020 was a unique and challenging year, which included a global pandemic and extreme commodity price pressures. We took several measures to ensure Enerplus remained financially viable and operationally sound. We reduced our employee and director compensation and benefits programs to ensure affordability, competitiveness, and consistency with evolving market conditions. We retained most of our workforce through the pandemic to maintain operational continuity, maximize cost efficiencies, and sustain the Company’s ability to respond quickly to commodity price improvements.

This letter provides an overview of Enerplus’ corporate performance in 2020 and the executive compensation decisions we made, both at the time and going forward.

2020 Corporate Performance

Enerplus’ key objective is to be one of the top performing energy companies in North America, while maintaining a strong balance sheet. Significant corporate achievements during 2020 relative to this objective include:

✓ Ensured the resiliency and business continuity of Enerplus by successfully navigating extreme commodity price volatility and product demand reduction caused by COVID-19

✓ Achieved the strongest safety performance in our history

✓ Reduced our corporate GHG emissions by more than 20% year-over-year

✓ Reduced 2020 freshwater use per well completion in North Dakota by 23% year-over-year

✓ Produced strong operational execution and reduced average North Dakota well costs by 17% from US $7.6 million in 2019 to US $6.3 million in 2020

✓ Maintained strong financial flexibility with a net debt to funds flow ratio of 1.0x

✓ Despite the weak commodity price environment, generated $66.8 million in free cash flow

The table at right shows Enerplus’ 1 and 3-year relative Total Shareholder Return (“TSR”) as compared to U.S. and Canadian performance peers.

Enerplus’ Relative Total Shareholder Returns
Time Period	U.S. Peers	Canadian Peers
1-year	19th percentile	32nd percentile
3-years	57th percentile	72nd percentile

Details related to our goals and achievements are provided under Short Term Incentive: 2020 Corporate Bonus Performance Assessment.

CEO Compensation Decisions

Every year, the Compensation & Human Resources Committee reviews executive pay benchmarking analysis and evaluates executive compensation awards under various performance scenarios. The Board, with the assistance of the Compensation & Human Resources Committee, considers corporate and individual performance results to make informed executive compensation decisions that are tied to the performance of Enerplus and Shareholder returns.

      40

EXECUTIVE COMPENSATION

Pay for performance is core to Enerplus’ compensation philosophy, as is ensuring our compensation programs and approach remain aligned with and competitive to market. The following describes decisions we made in 2020 with respect to the CEO’s main compensation elements:

✓ Base salary – In response to commodity price conditions, in April 2020 we reduced the CEO’s salary by 11%, while other executive salaries were reduced by 6% to 10%. As commodity prices improved, we partially restored salaries in September, followed by full restoration of original salaries on January 1, 2021.

✓ Bonus – Bonus eligible earnings are calculated using actual salary earnings during the year, and therefore the CEO’s target bonus opportunity was reduced in 2020 by the amount of his salary reduction. The Board considered multiple factors in determining the CEO’s 2020 bonus, including corporate performance as measured using a scorecard approach, shareholder experience, employee experience, and affordability. Notwithstanding Enerplus’ and Mr. Dundas’ above-target performance in 2020, the Board awarded Mr. Dundas a target bonus in recognition of the challenging macro environment.

✓ LTI – The Board resolved to award the CEO a target LTI award in January 2020 and valued that award as of the final twenty trading days of 2019. Given the timing of that decision, the grant decision was not impacted by the pandemic or commodity price volatility that ensued later in 2020.

Consistent with our commitment to be transparent about executive compensation, the following shows decisions the Board made with respect to Mr. Dundas’ compensation in 2020, as well as those made to date for 2021.

Compensation Element	2020 (amounts earned / granted during the year)	2021 (projected as of January 1, 2021)
Base Salary (change)	$574,152 (reduced by 11% from April to December 2020)	$627,000 (restored to pre-pandemic level)
Bonus - $ Amount (as % of target)	$574,152 (100% of target)	To be determined in 2022
LTI - $ Amount (as % of target)	$2,978,250 (100% of target)	$2,978,250 (100% of target)

Details on Mr. Dundas’ 2020 compensation are included in the “Named Executive Officer Profiles” section.

Compensation Program Changes

The following are recent changes to executive compensation programs and policies:

✓ Strengthened the ESG component of the corporate performance scorecard by prioritizing GHG emissions intensity, reducing freshwater use in our North Dakota operations, and continuing to promote excellence in safety performance;

✓ PSU payouts for grants made in 2021 will be capped at a performance multiplier of 1.0X if absolute TSR over the vesting period is negative; and,

✓ Restored base salaries for all employees, including executives, to April 2020 levels effective January 1, 2021.

We continue to monitor feedback from Shareholders and shareholder advisory firms.

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Shareholder Engagement on Executive Compensation

As a Shareholder, we value your opinion on how we steward Enerplus and the decisions we make. In late 2019 and early 2020, members of the Board reached out to major shareholders and corporate governance stakeholders to gather their thoughts on Enerplus and to specifically discuss executive compensation and corporate governance issues. Feedback from those sessions have been incorporated into our disclosure and will be considered as we continue to evolve our practices.

Annually, Shareholders vote on the approval of the non-binding advisory resolution on Enerplus’ approach to executive compensation. This resolution was approved by 95.39% of Shareholders who voted at the last Shareholder meeting. We trust we have made appropriate decisions to secure another favourable vote this year.

We welcome your input regarding our executive compensation philosophy and how to strengthen the linkage to corporate performance. Direct communication fosters trust and transparency and provides us with confidence that we are making the right decisions for Enerplus and its Shareholders. To contact us, you can write to Enerplus, Suite 3000, The Dome Tower, 333 - 7th Avenue S.W., Calgary, Alberta, T2P 2Z1, telephone (1-800-319-6462) or email (BoardofDirectors@enerplus.com).

Sincerely,

“Hilary A. Foulkes”	“Susan M. MacKenzie”
Hilary A. Foulkes	Susan M. MacKenzie
Chair of the Board of Directors	Chair of the Compensation & Human Resources Committee

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EXECUTIVE COMPENSATION

Named Executive Officers

The Named Executive Officers who are the focus of the Compensation Discussion & Analysis and who appear in the compensation tables are:

Name	Title	Level
Ian C. Dundas	President & CEO	CEO
Jodine J. Jenson Labrie	Senior Vice-President & Chief Financial Officer	SVP
Wade D. Hutchings	Senior Vice-President & Chief Operating Officer	SVP
Nathan D. Fisher	Vice-President, United States Business Unit	VP
David A. McCoy	Vice-President, General Counsel & Corporate Secretary	VP

Named Executive Officer Profiles

The following profiles provide you with an overview of each Named Executive Officer’s individual 2020 total compensation, comparison to 2019 compensation, and percentage of at risk compensation.

 

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Compensation & Human Resources Committee Governance

The Compensation & Human Resources Committee is made up exclusively of independent directors. Ms. MacKenzie serves as Chair, while other current members are Ms. Clarke-Whistler and Mr. Hodgins. The Committee members’ experience in leadership roles throughout their careers, their extensive subject matter expertise, and their mix of experience in the areas of operations, corporate strategy and financial matters, provide the collective experience, skills and qualities to effectively support the Committee in carrying out its mandate.

The Committee has primary responsibility for executive compensation, including setting compensation levels, ensuring plan designs align with corporate objectives and Shareholder interests, assessing performance and compensation risk, and determining appropriate incentive payouts. The following describes the annual compensation process and roles for various stakeholders. The Committee’s responsibilities are detailed in Schedule E.

1      Executive	2      Compensation & Human Resources Committee	3       Board of Directors	4      Shareholder Vote & Advisory Groups
Conducts analysis and creates a proposal •     Develops draft corporate scorecard, corporate objectives and CEO objectives at the outset of the year •     Conducts benchmarking ̵        Develops a compensation peer group ̵        Pay for performance analysis ̵        Evaluates executive compensation payouts under various performance scenarios •     CEO proposes the corporate performance rating for the annual bonus pool using the corporate scorecard •     CEO proposes recommendations concerning executive salaries, annual bonuses, and PSU and RSU awards, based on: ̵        Individual and corporate performance against specific objectives ̵        The competitive positioning of each executive’s compensation ̵        Internal equity ̵        Potential payouts of LTI ̵        Industry conditions	Reviews and modifies Management’s proposal and recommends to the Board •      Recommends Board approval of the corporate scorecard, corporate objectives and CEO objectives •      Approves the compensation and performance peer groups •      Reviews executive pay, benchmarking analysis, risk considerations, and evaluates future payouts •      Consults with external compensation advisor to understand trends and new regulatory developments related to executive compensation and governance •      Considers corporate and individual performance results used to develop executive compensation recommendations •      Develops recommendations for the CEO’s annual compensation •      May modify the CEO’s proposals for executive compensation •      May modify the CEO’s recommendation for the corporate performance rating	Reviews and approves the Committee’s recommendations •      Ultimate accountability for the approval of all major compensation programs and policies, aggregate incentive plan payouts, and executive compensation levels •      Considers success in achieving corporate objectives as well as absolute and relative Shareholder returns when making these decisions	Participates in advisory vote •      Enerplus voluntarily implemented a Shareholder advisory vote in 2014 •      Voting results, along with feedback from investors and shareholder advisory groups, are considered when setting executive compensation levels, making changes to existing programs, and implementing new plans or policies •      Feedback is received from Shareholders throughout the year, including through Shareholder outreach, as appropriate

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EXECUTIVE COMPENSATION

Use of External Advisors

The Compensation & Human Resources Committee regularly retains the services of external compensation consultants to provide information and recommendations on market conditions and appropriate competitive practices.

Hugessen Consulting Inc. was initially retained in May 2015, following a formal request for proposals by the Committee, to be the Committee’s independent and primary executive compensation advisor. Hugessen’s primary mandate in both 2020 and 2019 was to advise the Committee on executive compensation and incentive plan design.

In order to ensure the independence of the Compensation & Human Resources Committee’s advisors, management must seek approval from the Committee prior to retaining Hugessen for other engagements. No such other engagements took place in 2020 or 2019. The following table reflects fees billed in respect of 2020 and 2019 for the engagement of external compensation consulting.

Consultant Engagement Fees

	2020		2019
Fee Type		($000s)		($000s)
Executive Compensation- Related Fees(1)		94.4		126.5
All Other Fees(2)		-		-
Total		94.4		126.5

Notes:

1. Compensation-related fees for services related to determining compensation for Enerplus’ executive officers. This work was completed at the request of the Compensation & Human Resources Committee.

2. No other fees have been paid to Hugessen.

Aligning Executive Compensation and Shareholder Interests

Compensation Principles

Our executive compensation programs reflect the following principles, which we believe are in the best interests of Shareholders and align with corporate governance best practices:

What We Do

✓ Provide a meaningful part of executive compensation that is “at risk” and contingent upon corporate and individual performance

✓ Retain external compensation experts, who report directly to the Compensation & Human Resources Committee

✓ Benchmark pay levels and mix to other organizations of comparable size in the same industry and geographic areas in which we operate

✓ Disclose the ESG, operational and financial performance drivers included in the corporate scorecard used to determine incentive payouts

✓ Measure performance and align compensation outcomes with the achievement of corporate goals over multiple time horizons

✓ Use multiple metrics to evaluate performance to determine PSU payouts for awards granted in 2021, where the Board may determine alternative appropriate performance metrics for grants made in subsequent years

✓ Align executive interests with Shareholders’ interests by having equity ownership guidelines, including requiring the CEO to hold all vested LTI in Common Shares until their minimum ownership requirement is satisfied

✓ Mitigate risk by having anti-hedging and recoupment/clawback policies in place

✓ Include a “double trigger” in executive employment agreements so that severance payments are due upon a Change of Control only if employment is also effectively terminated

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✓ Provide reasonable benefits and perquisites that are market competitive and within industry norms

✓ Provide long term incentive provisions upon retirement to encourage eligible executives’ voluntary retirement and to align retiring executives’ financial interests with continued long-term corporate performance

✓ Provide Shareholders an opportunity to have their say on executive pay decisions through an advisory vote

What We Don’t Do

x Back-date, re-price or cancel Options (no Options are outstanding)

x Pay dividends on PSUs or RSUs prior to vesting

x Provide tax gross-ups

x Offer a pension plan

x Provide financial assistance to executives for any purpose

x Change the performance metrics or payout curves for LTI awards that have already been granted

Risk Mitigation

Enerplus recognizes that certain compensation designs could promote unintended behaviours that may, in certain circumstances, be misaligned with Enerplus’ and the Shareholders’ best interests. Enerplus, through the structure of its compensation programs, seeks to mitigate behavioural conflict risk and align executive actions and decisions with the interests of Enerplus and its Shareholders. There are additional risks that Enerplus is typically subject to; however, this discussion focuses solely on risks linked to the executive compensation programs. Elements of Enerplus’ mitigation of behavioural risk are embedded in its compensation processes and executive compensation design as follows:

Process Elements

✓ Members of the Compensation & Human Resources Committee meet regularly to review both employee and executive compensation and human resources issues generally, with the majority of the meetings focused on executive compensation

✓ Engagement by the Committee of an independent third-party consultant to review the executive compensation programs to provide additional objectivity

✓ A regular review of proxy materials and compensation survey data analysis identifies whether Enerplus’ compensation programs are deviating from its pay philosophy and market practices

✓ Review and evaluate proposed plan designs

✓ Monitor incentive program performance

✓ Review CEO and executive officers’ objectives and goals

Compensation Design Elements

✓ A significant portion of the executives’ compensation package is comprised of “at risk” elements such as LTI and short term incentive bonus. This “at risk” compensation aligns executive and Shareholder interests as Shareholder returns directly impact the calculation of the short term and long term incentives

✓ Minimum equity ownership requirements for executive officers ensure that executives are also Shareholders and, therefore, increase alignment with Shareholders’ interests

✓ An annual incentive plan coupled with a three-year vesting of LTI awards ensures focus on both near term performance and long term value creation

Equity Ownership Requirements

To align executive and Shareholder interests, all executives have a minimum equity ownership threshold that must be achieved within five years of the date of their appointment as an executive of Enerplus. In the event of an increased ownership threshold resulting from a change in policy or promotion to a higher executive level, an executive must achieve the higher ownership threshold within three years of the change.

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EXECUTIVE COMPENSATION

Each executive must hold Enerplus equity valued at or greater than the multiples of base salary shown in the table at right.

Position	Multiple of Salary
Chief Executive Officer		5X
Senior Vice-President		3X
Vice-President		1X

At least one-half of an executive’s ownership requirement must be in Common Shares. The remainder is permitted to be held in unvested RSUs.

Until the CEO satisfies the equity ownership threshold, any vested LTI awards must be held in the form of Common Shares. This mandatory hold period is designed to accelerate the achievement of equity ownership compliance. Mr. Dundas has satisfied the equity ownership threshold of 5X salary.

As of March 16, 2021, all Named Executive Officers complied with Enerplus’ equity ownership guidelines.

	Common Shares (1)		RSUs (1)		Total Value of Equity Ownership (2)		Equity Ownership Requirement
Name	(#)		(#)		($)		($)
Ian C. Dundas		185,752		263,999		5,197,456		3,135,000
Jodine J. Jenson Labrie		99,892		122,038		1,737,809		1,275,000
Wade D. Hutchings(3)		200,000		112,323		2,144,387		1,275,000
Nathan D. Fisher(3)		26,091		56,582		707,984		399,806
David A. McCoy		17,651		44,521		977,851		335,500

Notes:

1. Number of Common Shares and RSUs beneficially owned, directly or indirectly, or over which control or direction was exercised, by each Named Executive Officer as of March 16, 2021.

2. Based on the higher of the closing price of the Common Shares on the TSX of $6.69 per Common Share on March 16, 2021 or their book value at the time of acquisition or grant.

3. Mr. Fisher’s base salary is denominated in U.S. dollars, and both Mr. Fisher and Mr. Hutchings hold Common Shares purchased on the New York Stock Exchange. The amounts represent the Canadian dollar equivalent of the U.S. dollar based on the exchange rate in effect on March 16, 2021 of US$1.00=CDN$1.2455.

Anti-Hedging Policy

Enerplus believes that the interests of the directors and executives should be aligned with other Shareholders. To promote this alignment, our Code of Business Conduct expressly prohibits directors and employees, including all executives, from entering any type of hedging transaction involving Enerplus securities.

Clawback Policy

Any officer or employee who has committed fraud or another illegal act affecting Enerplus’ financial results which could cause the restatement of such results shall be required to repay any incentive-based awards and compensation paid to that individual for the financial year in question.

Additionally, Enerplus, as a foreign private issuer, is subject to certain U.S. legislation, including provisions of the Sarbanes-Oxley Act. The Sarbanes-Oxley Act provides that in the event an issuer is required to prepare an accounting restatement as a result of the material non-compliance of the issuer with any financial reporting requirement, the chief executive officer and the chief financial officer of the issuer will be required to reimburse the issuer for certain elements of such executive’s compensation. In Enerplus’ case, the elements include annual bonus and PSUs. Enerplus abides by these laws.

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Compensation Discussion & Analysis

Executive Compensation Strategy & Philosophy

Our compensation strategy is to attract, motivate, retain and reward top North American talent while balancing risk, short term performance and long term Shareholder value creation. In determining compensation and ensuring alignment to a pay for performance philosophy, Enerplus references corporate performance and peer group compensation, and positions executive compensation below, at or above the median based on the particular executive’s role, performance, knowledge and experience. Canadian executives who meet the following criteria, namely our CEO and SVPs, are benchmarked relative to Canadian and U.S. compensation data from organizations identified as compensation peers. Considerations include whether:

✓ The role has significant oversight or responsibilities for operations in the United States.

✓ The role could reasonably be located in the United States.

✓ If the position were vacant, Enerplus would conduct a search in Canada and the United States for a replacement.

✓ Based on the incumbent’s U.S.-specific knowledge and experience, the executive could be a candidate for comparable roles with U.S.-based peers.

All other executives are benchmarked relative to compensation data for their home country. Our programs are reviewed regularly against the relevant peer groups to ensure market competitiveness.

Enerplus employs the following sequence when determining executive compensation and the desired outcomes of our rewards philosophy:

1      Factors we Consider	2      Executive Compensation Design	3      Executive Outcomes we Achieve	4      Business Outcomes we Deliver
▪      Corporate Performance ▪      Individual Performance ▪      Scope of Role ▪      Executive Expertise ▪      Peer Practices	▪      Base Salary ▪      Bonus ▪      LTI ▪      Other Compensation	▪      Attract ▪      Motivate ▪      Retain ▪      Reward	▪      Positive Results ▪      Shareholder Value Creation

Compensation Peer Group

Every year, the Compensation & Human Resources Committee approves comparator groups of companies (referred to in this Information Circular as the “Compensation Peer Groups”) for the purpose of executive compensation benchmarking. Peers are selected based on comparability of operations, including geography and scope as measured by production volumes, market capitalization and annual revenues. We use different comparators to assess our relative TSR performance under our PSU plan (“Performance Peer Group”). This group consists of companies who are competitors for investors. It is described below in the “Long Term Incentives” section.

In consideration of the Company’s strategic alignment to predominantly U.S. operations and to ensure Enerplus’ compensation practices remain competitive relative to its Canadian and U.S. based competitors, the Committee includes U.S. peer market data for CEO and Senior Vice President compensation decisions using a weighting of 75% Canadian and 25% U.S. data.

The 2020 Compensation Peer Groups used to benchmark CEO and SVP compensation are shown below. Benchmarking for Vice Presidents is based on country-specific peer data compiled by Mercer. Mr. Fisher’s peer data reflects U.S. data, while Mr. McCoy’s peer comparisons are relative to Canadian data.

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2020 Canadian Compensation Peer Group		2020 U.S. Compensation Peer Group
ARC Resources Ltd.	Paramount Resources Ltd.	Callon Petroleum Company	Oasis Petroleum Inc.
Baytex Energy Ltd.	Peyto Exploration & Development Corp.	Extraction Oil & Gas Inc.	QEP Resources, Inc.
Birchcliff Energy Ltd.	Seven Generations Energy Ltd.	Laredo Petroleum, Inc.	SM Energy Company
Bonavista Energy Corporation	Tourmaline Oil Corp.	Matador Resources Company	Whiting Petroleum Corporation
Crescent Point Energy Corp.	Vermilion Energy Inc.
MEG Energy Corp.	Whitecap Resources Inc.

Pay “At Risk” 

Enerplus ensures that a meaningful portion of executive pay is “at risk” - meaning that it is not a guaranteed payment. To align with our pay for performance philosophy, a significant percentage of the executives’ total compensation is comprised of short term and long term incentives which link directly to corporate performance and to Enerplus’ relative TSR. For the 2020 performance year, the following table shows the mix of compensation components and demonstrates the proportion of “at risk” pay for the CEO and other Named Executive Officers relative to total compensation.

In 2020, Enerplus believes the proportion of the Named Executive Officers’ target “at risk” compensation was aligned with Enerplus’ peer group.

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Executive Compensation Components

Executive Compensation Components Summary  

The following table summarizes the compensation components offered to executives and illustrates the “at risk” and “not at risk” components. Further description follows this summary.

	Not at Risk Compensation		At Risk Compensation
	Base Salary	Other Compensation	Short Term Incentives	Long Term Incentives (LTI)
Description	Fixed amount of pay to compensate for daily work	Health and insurance benefits, Savings Plan, car allowance and parking	Lump sum cash payment provided for previous calendar year performance	LTI awards are split:  75% in PSUs and 25% in RSUs
Purpose	Compensates for executive’s role, performance and  background	Assists in the overall health and financial wellbeing of executives and family	Recognizes and rewards  individual and corporate achievements during previous calendar year	To drive mid and long term  corporate performance
Determination	Based on peer market data, performance, experience and scope of role relative to peers	Consideration given to market competitiveness in determining plan design features	Individual and corporate payout multiplier is up to 2X target where results are outstanding, and may be as low as 0X target for unacceptable levels of performance	LTI award is typically granted at target
Performance linkage	Salaries commensurate with executive background, role and performance	Majority of coverage is a percentage of salary	Individual portion based on achievement of individual objectives set in accordance with corporate strategy   Corporate portion based on achievement of objectives approved by the Board	RSUs - Payout amounts are directly linked to share price and adjusted for dividends paid   PSUs – Payout amounts range from 0X-2X the grant amount, are linked to Enerplus’ relative three-year TSR, and adjusted for dividends paid; payout of PSUs granted in 2021 will be capped at 1X if absolute TSR over the vesting period is negative
Performance Period	Day to Day	Day to Day	One Year	Three Years
Time of Payout	Semi-monthly	Semi-monthly	Annually	RSUs - Paid out in thirds on grant anniversaries PSUs - Vest on third year anniversary of grant

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Base Salary 

Base salaries form the foundation of our total compensation package. When determining salaries for executives, Enerplus references the median of the applicable compensation peer group and sets an individual’s salary according to the executive’s role, performance, knowledge and experience.

Short Term Incentives - Bonus Plan 

Executives participate in an annual bonus plan, which rewards individual and corporate achievement over the previous calendar year and is a lump sum payment. The value of the bonus is calculated as follows:

Bonus target amounts are expressed as a percentage of salary with individual and corporate weightings applied according to the executive’s level of seniority within the organization. A more senior contributor has greater potential to impact corporate outcomes, so a higher proportion of their bonus is weighted to the corporate results.

	2020 Targets and Bonus Weightings
Position	Target (% of Salary)			Individual Weighting			Corporate Weighting
CEO		100	%		30	%		70	%
SVP		75	%		40	%		60	%
VP		50	%		50	%		50	%

Individual performance ratings range from zero to two times the target, meaning that there is the potential to receive up to two times the individual portion of their annual bonus for outstanding performance. Executives set their individual performance goals at the outset of the year in consultation with their senior executive, or in the case of the CEO, the Board. Individual performance is then assessed by comparing achievements in the year relative to the predetermined goals. The CEO’s individual performance goals are largely reflected in the corporate performance summary and scorecard.

The corporate performance rating also ranges from zero to two times and is assessed by the Board using the corporate scorecard.

Long Term Incentives (LTI) 

Executive LTI program awards are granted under the Share Award Incentive Plan and consist of 75% PSUs and 25% Restricted Share Units RSUs.

The target grant value is aligned with median competitive pay and is expressed as a percentage of an executive’s salary, as shown at right. The actual grant awarded is generally at target.

	2020 Targets
Position	Target (% of Salary)
CEO	475%
SVP	325%
VP	150%
PSUs-75%	RSUs-25%

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Grants, when vested, are settled with Common Shares issued from treasury and, if previously determined by Enerplus, are subsequently sold on the TSX, and the recipients receive the cash proceeds from the sale. Alternatively, if determined by Enerplus, in its sole discretion, the grants made under the Share Award Incentive Plan may be settled in cash. In all cases, the compensation received by the executive is directly tied to Enerplus’ share price performance. Enerplus’ LTI program allows executives to participate in the success of the Company and creates a strong alignment to Shareholder interests as its value tracks Enerplus’ share price performance (in the case of RSUs and PSUs) and Enerplus’ relative TSR (in the case of PSUs).

The value of LTI payouts for awards made under the Share Award Incentive Plan is calculated as follows:

The PSU performance multiplier is calculated based on Enerplus’ three-year TSR percentile rank relative to the members of the Company’s performance comparator group(s) specified by the Board at the time of grant. Under the Share Award Incentive Plan, performance below the 25^th percentile results in zero payout.

The relative three-year TSR results incorporate returns for organizations that were selected as performance peers at the outset of the period that subsequently were acquired, became insolvent, or otherwise ceased to trade during the second and third years of the performance period.

For PSUs granted in 2021, the plan will incorporate a second performance metric, as the performance multiplier will be capped at 1.0X if Enerplus’ absolute TSR over the vesting period is negative. For PSU awards granted after 2021, the Board may determine, at the time of grant of such PSU awards, the method of calculation of the performance multiplier to be applicable to such PSU awards. This method will be based on TSR relative to the Performance Group plus any other metric(s) that the Board determines are appropriate at the time of grant.

Information about the Named Executive Officers’ LTI awards is reflected under “Executive Compensation Tables - Summary Compensation Table”. A summary of the Share Award Incentive Plan under which grants are outstanding as of the date of this Information Circular is contained under “Additional Information” in Schedule F of this Information Circular.

The following shows the organizations selected by the Board to form the performance peer groups for each of the 2018, 2019, and 2020 PSU awards. The Board selected these organizations based on comparability of market capitalization, assets, and/or geography of operations. The performance multiplier calculation will contemplate performance relative to peers from each country separately, and then average the two results in a manner determined by the Board to calculate the final performance multiplier.

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	Performance Group				Performance Group
Canadian Comparators	2018	2019	2020	U.S. Comparators	2018	2019	2020
Advantage Oil & Gas Ltd.	ü	ü	ü	Antero Resources Corporation	ü	ü	ü
ARC Resources Ltd.	ü	ü	ü	Bonanza Creek Energy, Inc.	ü	ü	ü
Baytex Energy Corp.	ü	ü	ü	Cabot Oil & Gas Corporation	ü	ü	ü
Birchcliff Energy Ltd.	ü	ü	ü	Callon Petroleum Company	ü	ü	ü
Bonavista Energy Corporation	ü	ü		Carrizo Oil & Gas, Inc.	ü	ü
Bonterra Energy Corp.	ü			Centennial Resource Development Inc.	ü	ü	ü
Cardinal Energy Ltd.	ü	ü	ü	Chesapeake Energy Corporation	ü	ü	ü
Crescent Point Energy Corp.	ü	ü	ü	Cimarex Energy Co.	ü	ü	ü
Crew Energy Inc.	ü			Diamondback Energy Inc.	ü
Encana Corporation	ü	ü		Devon Energy Corporation			ü
Kelt Exploration Ltd.	ü	ü	ü	Eclipse Resources Corporation	ü
NuVista Energy Ltd.	ü	ü	ü	Energen Corporation	ü
Obsidian Energy Ltd.	ü	ü		EQT Corporation	ü	ü	ü
Paramount Resources Ltd.	ü	ü	ü	Extraction Oil & Gas Inc.	ü	ü	ü
Pengrowth Energy Corporation	ü	ü		Gulfport Energy Corporation	ü
Peyto Exploration & Development Corp.	ü	ü	ü	Halcon Resources Corporation	ü	ü
Raging River Exploration Inc.	ü			HighPoint Resources Corp.		ü	ü
Seven Generations Energy Ltd.	ü	ü	ü	Jagged Peak Energy LLC	ü	ü
Spartan Energy Corp.	ü			Laredo Petroleum, Inc.	ü	ü	ü
Surge Energy Inc.		ü	ü	Matador Resources Company	ü	ü	ü
Tamarack Valley Energy Ltd.	ü	ü	ü	Newfield Exploration Company		ü
TORC Oil & Gas Ltd.	ü	ü	ü	Oasis Petroleum Inc.	ü	ü	ü
Tourmaline Oil Corp.	ü	ü	ü	Ovintiv Inc.			ü
Vermilion Energy Inc.	ü	ü	ü	Parsley Energy Inc.	ü	ü	ü
Whitecap Resources Inc.	ü	ü	ü	PDC Energy, Inc.	ü	ü	ü
				QEP Resources, Inc.	ü	ü	ü
				Range Resources Corporation	ü	ü	ü
				Resolute Energy Corporation	ü	ü
				RSP Permian, Inc.	ü
				SM Energy Company	ü	ü	ü
				Southwestern Energy Company	ü	ü	ü
				SRC Energy Inc.	ü	ü
				Whiting Petroleum Corporation	ü	ü	ü
				Wildhorse Resource Development Corporation	ü	ü
				WPX Energy, Inc.	ü	ü	ü

Savings Plan 

For Canadian executives, Enerplus matches individual contributions on a one-to-one basis. Prior to 2020, the maximum employer contribution was 10% of salary earnings. The Company reduced the employer contribution to a maximum of 8% in April 2020. Contributions are made to a retirement savings or non-registered plan at the executive’s direction.

For American executives, Enerplus contributes to a 401(k) Plan. In 2020, Enerplus matched individual contributions on a one-to-one basis up to a maximum employer contribution of the lesser of 6% of cash compensation or US$22,800. Prior to April 2020, the maximum employer contribution was the lesser of 8% of cash compensation or US$22,800.

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EXECUTIVE COMPENSATION

For both plans, contributions are made on each pay and are immediately vested.

Benefits and Perquisites 

Executives receive health and insurance benefits, wellness spending accounts, car allowances, parking payments, club memberships and financial services. Perquisites provided average less than 5% of a Named Executive Officer’s total compensation. Enerplus does not have a pension plan.

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2020 Compensation of Named Executive Officers

2020 Compensation Determination  

The Board approved the following compensation decisions, which are also reflected in the Executive Compensation Tables.

ü Base salary decisions made at the outset of 2020, prior to the onset of the global pandemic, included 2% and 6% salary increases for the CEO and CFO, respectively, to align their compensation with the Company’s North American pay philosophy for senior executives. In response to commodity price conditions, in April 2020 we reduced the CEO’s salary by 11%, while other executive salaries were reduced by 6% to 10%. As commodity prices improved, we partially restored salaries in September, followed by full restoration of original salaries on January 1, 2021. These salary reductions reduced the NEO’s 2020 target bonuses, as Enerplus considers salary amounts paid as the basis of bonus eligible earnings. Enerplus does not intend to replace any NEO income forgone in 2020 as a consequence of the salary rollbacks.

ü At the outset of 2020, the Board increased the CFO’s and COO’s bonus targets to align with market compensation levels, while the CEO and VP bonus targets remained at the 2019 levels. NEO bonus awards for 2020 were approved and paid to the NEOs in March 2021, with consideration of a corporate performance rating of 1.24, shareholder experience in 2020, and affordability. Despite strong organizational and individual performance, the Board awarded the CEO’s cash bonus at target. Other NEO cash bonuses ranged from 107% to 132% of their respective targets.

ü The grant date fair value of 2020 LTI was determined by the Board in February 2020, which included increasing the LTI targets for senior executives to align with market compensation levels. Underlying units were priced at the 20-day volume weighted share price ended December 31, 2019, which was $8.80. The CEO’s 2020 LTI grant was at target. Other NEO 2020 LTI awards, as a percentage of their respective targets, ranged from 100% to 120%.

ü The 2018 PSU award vested on December 31, 2020. TSR performance was at the 72^nd percentile relative to Canadian peers and the 57^th percentile relative to U.S. peers. This resulted in a performance multiplier of 1.58X. No adjustments to the performance criteria or payout outcome were made in response to the global pandemic.

These compensation decisions were made based on each Named Executive Officer’s individual performance, corporate performance, market competitive compensation levels for their position, time in and scope of role, and macro-economic conditions relative to the global pandemic. The aggregate remuneration paid to, or earned by, all NEOs in 2020 was $11,064,238, which was 2% or $238,313 less than in 2019.

Short Term Incentive: 2020 Corporate Bonus Performance Assessment 

Corporate Performance Measurement

The Compensation & Human Resources Committee and the Board participate with management in the annual corporate goal-setting process and evaluate performance relative to these goals throughout the year. To assess corporate performance in 2020, the Committee used a scorecard approach based on the following four performance categories: ESG, operational results, inventory growth and relative TSR.

Although many of the objectives are numerical in nature, the evaluation process also involves the use of informed judgment and consideration of circumstances such as macroeconomic environment, internal constraints and external factors in determining the performance rating for each category. The Board may revise the calculated corporate rating if, in its application of informed judgment, it deems a revision to be warranted.

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EXECUTIVE COMPENSATION

In response to the collapse in oil prices due to the coronavirus pandemic, Enerplus reduced capital spending and curtailed uneconomic production, leading to a materially different operational plan from its original 2020 budget. It is the Company’s usual practice to update the scorecard at year-end to reflect such changes to the capital program. Given the extraordinary circumstances, management proposed an adjusted scorecard to the Board in early September, aligned with reinstated guidance to the market regarding capital spending and production activity. The adjusted scorecard is provided in the 2020 Corporate Performance Summary section that follows. Only certain operational metrics were adjusted from the original budget, with ESG, inventory growth and relative TSR targets unchanged.

The corporate performance assessment results in a corporate performance rating, which is used as a multiplier to calculate a portion of an executive’s bonus award. The annual corporate performance rating scale ranges from zero to a maximum of 2.0. A rating of 1.0 generally reflects meeting the Board’s performance expectations.

2020 Corporate Performance Summary

The table below shows the 2020 corporate scorecard and associated calculated corporate rating.

	Goal									2020					Category					Weighted
Performance Metric	Min			Target			Max			Result			Rating		Weight			Score		Score		Total
Environmental, Social & Governance – 30%
Reduce Scope 1 and 2 Carbon Emissions(1)		-10	%		-25	%		-40	%		-40	%		2.00		12.5	%
Use less Freshwater(2)		-10	%		-15	%		-20	%		-23	%		2.00		7.5	%
m3 / Release		30			15			5			4			2.00		5.0	%		1.72		0.51
Lost Time Injury Frequency		0.31			0.24			0.18			0.08			2.00		15.0	%
High Severity Incidents		3			1			0			0			2.00		20.0	%
Culture of Accountability		Subjective Assessment												1.25		20.0	%
Digitization		Subjective Assessment												1.35		20.0	%
Operational Results  –  40%
Production (Liquids) (MBBL/D) (AA)		48.8			49.5			50.3			50.9			2.00		25	%
Production (Gas) (MBOE/D) (AA)		37.7			38.7			39.7			39.6			1.98		5	%						1.24
Internal Rate of Return (%)		39.5	%		42.5	%		45.5	%		60.6	%		2.00		25	%
Capital excl. Cap G&A ($MM)(1)		322			302			282			271			2.00		10	%		1.82		0.73
Opex excl. Marcellus ($/BOE)		12.66			12.36			12.06			11.88			2.00		20	%
F&D Cost Oil ($/BOE)		18.20			15.20			12.20			16.79			0.47		10	%
F&D Cost Gas ($/Mcf)		0.95			0.70			0.45			0.57			1.52		5	%
Inventory Growth – 20%
Add top quartile drilling inventory with scope		Subjective Assessment												0.00		100	%		0.00		0.00
Total Shareholder Return – 10%
Relative TSR (percentile) (3)		p25			p50			p75			P26			0.00		100	%		0.00		0.00

Note: 

1. Measured comparing 2020 flared volume/boe intensity for operated Fort Berthold acreage relative to 2019 levels.

2. Measured using the percentage of total produced water used in Fort Berthold operated completion design relative to total water used. 

3. The relative TSR score is to be adjusted by +/- 0.02 for each incremental percentage in absolute return, within an absolute TSR range of +/- 25%.

This table reflects the adjusted operational targets based on a revised capital program of $295 million and uneconomic production curtailment. Other than the adjustments made to operational metrics in the scorecard, there were no further adjustments that influenced the outcome of the overall corporate score. The Board approved a corporate rating of 1.24 as calculated in January 2021.

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EXECUTIVE COMPENSATION

Long Term Incentive Awards 

The Compensation & Human Resources Committee determined the LTI award for each Named Executive Officer based on individual and corporate performance and the market competitiveness of LTI awards for their position, as well as time in and scope of role.

The table below depicts the PSUs and RSUs granted to each Named Executive Officer in 2020:

Name	PSU Award(1) (#)		RSU Award(1)  (#)		Total Grant Value ($)
Ian C. Dundas		253,710		84,570		2,978,251
Jodine J. Jenson Labrie		117,665		39,222		1,381,249
Wade D. Hutchings		117,665		39,222		1,381,249
Nathan D. Fisher(2)		58,573		19,524		687,574
David A. McCoy		42,871		14,290		503,251

Notes: 

1. The actual number of PSUs and RSUs awarded was determined by dividing the intended dollar award amount by the volume weighted average trading price of the Common Shares on the TSX for the twenty trading days ended December 31, 2019, which was $8.8041.

2. Mr. Fisher is a U.S. employee paid in U.S. dollars. The total LTI value is determined in U.S. dollars and is reflected in Canadian dollars based on the exchange rate in effect on the grant date, being approximately US$1.00=CDN$1.3172.

Corporate Performance Relative to Executive Compensation

The graph at right illustrates Enerplus’ cumulative TSR compared to the S&P/TSX Composite Index and the S&P/TSX E&P Index based on an initial investment of $100 from the period of December 31, 2015 to December 31, 2020, assuming reinvestment of all dividends. It shows the significant negative impact on share price valuations for both Enerplus and other oil and gas exploration and production companies as a consequence of the pandemic and significantly lower commodity prices.

On a grant date fair value basis, approximately two thirds of Enerplus’ NEO pay is awarded in LTI grants.

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EXECUTIVE COMPENSATION

The following graphs illustrate how Enerplus’ NEO pay is linked to absolute and relative TSR.

The graph on the left set forth below compares the grant date fair value of NEO LTI awards, as reported in the Summary Compensation Table, to the payout value of such grants made over the period from 2016 to 2020. As at least a portion of the estimated payouts of share-based awards made in 2018, 2019 and 2020 are projected, actual realized payouts will vary from the estimates shown below, based on both absolute and relative TSR during 2021 to 2024.

 

Notes:  

1. The individuals whose LTI is reflected in the above table are the NEOs included in this Information Circular, whether or not they were considered an NEO in the year of grant.

2. The grant date fair value of awards aligns with the values disclosed by Enerplus in each given year in the Summary Compensation Table and reflects what the Board intended to award to the NEOs under various LTI plans.

3. Where share-based awards have vested, in whole or in part, the estimated payout value reflects the actual amounts paid to the NEOs as of December 31, 2020 for the vested portion of awards granted in that year (e.g., the estimated realized and realizable value shown for 2016 share-based awards reflects payments made to the NEOs in 2017, 2018 and 2019, and for 2018 share-based awards reflects payments made in respect of the portion of RSU awards that vested in March 2019 and March 2020, and the PSU award that vested on December 31, 2020). Where all or a portion of those share-based awards were not vested as of December 31, 2020, the estimated payout value reflects the estimated market value of the unvested portion of the award, as disclosed in the Outstanding Share-Based Awards table as of December 31, 2020.

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EXECUTIVE COMPENSATION

Executive Compensation Tables

Summary Compensation Table 

Outlined below is a description of the compensation paid, payable, awarded or granted to the NEOs in 2020, 2019 and 2018. Enerplus does not have a pension plan or similar deferred compensation plans. No option-based awards have been granted since 2014.

All dollar figures shown below are in Canadian dollars; Mr. Fisher is a U.S. employee paid in U.S. dollars and the amounts presented have been converted as described in the notes following the table.

Name and Position	Year	Salary	Share-based awards(1)	Non-equity incentive plan compensation: annual incentive plans(2)	All other compensation(3)	Total compensation
		($)	($)	($)	($)	($)
Ian C. Dundas	2020	574,152	2,978,251	574,152	114,037	4,240,592
CEO	2019	580,526	2,989,994	651,931	122,730	4,345,178
	2018	527,203	2,758,266	635,174	115,698	4,036,341
Jodine J. Jenson Labrie	2020	390,365	1,381,249	364,210	67,201	2,203,025
Senior Vice-President & Chief Financial Officer	2019	377,500	1,331,995	256,851	74,075	2,040,421
	2018	342,503	1,207,498	289,346	68,730	1,908,077
Wade D. Hutchings(4)	2020	350,028	1,381,249	326,576	168,618	2,226,471
Senior Vice-President & Chief Operating Officer
Nathan D. Fisher(5)	2020	372,729	687,574	246,001	49,378	1,355,682
Vice-President, United States Business Unit	2019	372,350	700,781	213,171	50,316	1,336,618
	2018	375,240	636,432	270,173	52,303	1,334,148
David A. McCoy	2020	314,969	503,251	168,508	51,740	1,038,468
Vice-President, General Counsel & Corporate Secretary	2019	328,879	493,324	175,950	57,107	1,055,260
	2018	328,879	493,317	203,905	57,107	1,083,208

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EXECUTIVE COMPENSATION

Notes:

1. Represents the Board’s determination of the fair value on the date of grant of the PSUs and RSUs awarded to the NEOs under the Share Award Incentive Plan. The actual value realized upon the vesting and payment for these awards may be greater or less than the grant date fair value indicated. See “Additional Information” in Schedule F for a summary of the Share Award Incentive Plan.

For RSUs and PSUs granted in 2020, 2019 and 2018, the actual number of PSUs and RSUs awarded was determined by dividing the intended dollar award amount by the volume weighted average trading price of the Common Shares on the TSX for the last twenty trading days of the preceding year.

The grant date fair value presented for these awards is consistent with the fair value used for accounting purposes.

2. Represents the cash bonus awards earned by the NEOs for performance in the applicable year, which were determined and paid in March of the following year.

3. Reflects payments made by Enerplus to each of the NEOs for health benefits, wellness spending accounts, car allowances, parking payments, club memberships, financial services and the Savings Plan or 401(k) matching contribution. For all NEOs other than Mr. Hutchings, no perquisite represents more than 25% of the value of all perquisites reported under “All other compensation”, except for Savings Plan and 401(k) contributions, which represent 43% to 59% of each NEO’s total perquisites in 2020. In connection with Mr. Hutching’s acceptance of the role with Enerplus, he entered into an agreement with Enerplus to provide reimbursement for certain expenses related to relocating to the Corporation’s Denver office. Relocation amounts for Mr. Hutchings are reflected under “All other compensation” and are 69% of his total perquisites in 2020.

4. Mr. Hutchings joined Enerplus as the Senior Vice President & Chief Operating Officer on February 11, 2020. All elements of his 2020 compensation, except for his share-based awards, were prorated for the portion of the year during which he was employed by the Company. While he is based in Denver, his pay is denominated in Canadian dollars.

5. Mr. Fisher is a U.S. employee paid in U.S. dollars. The amounts presented for share-based awards represent the Canadian-dollar equivalent of the U.S. dollar grant date fair value based on the exchange rate in effect on the grant date, being approximately US$1.00=CDN$1.3172 for 2020 awards, US$1.00=CDN$1.3425 for 2019 awards, and US$1.00=CDN$1.2776 for 2018 awards. All other amounts represent the Canadian-dollar equivalent of the U.S. dollar based on the exchange rate in effect on December 31 of the applicable year, being US$1.00=CDN$1.2732 for 2020, US$1.00=CDN$1.2988 for 2019, and US$1.00=CDN$1.3642 for 2018.

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EXECUTIVE COMPENSATION

Outstanding Share-Based Awards as of December 31, 2020 

The following table includes all awards outstanding as of December 31, 2020 under the Share Award Incentive Plan, as these awards are considered “share-based awards” under applicable securities laws. There were no share-based awards that vested in 2020 but have not been paid out or distributed as of December 31, 2020.

	Share-Based Awards
Name	Number of Share-Based awards that have not vested(1) (#)	Market or payout value of Share-Based awards that have not vested(2) ($)
Ian C. Dundas	449,988 PSUs	473,283
	148,178 RSUs	589,748
Jodine J. Jenson Labrie	205,104 PSUs	211,210
	67,403 RSUs	268,264
Wade D. Hutchings	117,665 PSUs	9,366
	39,222 RSUs	156,104
Nathan D. Fisher	104,576 PSUs	110,856
	34,358 RSUs	136,745
David A. McCoy	75,255 PSUs	78,168
	25,061 RSUs	99,743

Notes: 

1. Represents the number of RSUs awarded in 2018, 2019, and 2020 and PSUs awarded in 2019 and 2020 pursuant to the Share Award Incentive Plan, and which were outstanding as at December 31, 2020. PSUs awarded in 2018 vested on December 31, 2020. See “-Incentive Plan Awards – Value Vested or Earned During the Year” below.

2. The estimated future payouts represent Enerplus’ estimate, as at December 31, 2020, of the future payout amount of such awards based on the closing price of the Common Shares on the TSX on December 31, 2020 of $3.98 per Common Share.

For both PSUs and RSUs, the number of units vesting will be multiplied by an adjustment ratio. This adjustment ratio was set at 1.0X at the time of grant and will be cumulatively adjusted on a compounding basis to reflect the notional reinvestment of any dividends paid by Enerplus over the vesting period.

For PSUs, the estimated market or payout value reflects a relative performance multiplier (“Multiplier”) of 0.58X and 0.02X for PSUs granted in each of 2019 and 2020, respectively, and which corresponds to Enerplus achieving the 40^th and 25.5^th percentiles, respectively, compared to its performance peer groups, in each case up to December 31, 2020. The Multiplier ranges from a minimum of 0.0X to a maximum of 2.0X. The actual amount ultimately paid to the NEOs in respect of such PSUs upon vesting may vary from the amounts indicated.

PSUs vest 100% on the applicable December 31^st, which is approximately three years from the date of grant. RSUs vest as to one-third each year on the first, second and third anniversaries of the date of grant. Accordingly, PSUs granted effective January 1, 2018 vested on December 31, 2020, while none of the PSUs granted in 2019 or 2020 were vested as of that date. Two thirds of the RSUs granted in 2018 and one third of the RSUs granted in 2019 had vested and been paid out as of December 31, 2020, but none of the RSUs granted in 2020 were vested as of that date.

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EXECUTIVE COMPENSATION

Incentive Plan Awards – Value Vested or Earned During the Year

The following table sets forth the value of the awards that vested or were earned in 2020 for each NEO under the Share Award Incentive Plan (which are “share-based awards”), as well as the amount of non-equity incentive plan awards.

Name	Share-Based awards - Value vested during the year(1)		Non equity incentive plan compensation Value earned during the year(2)
		($)		($)
Ian C. Dundas		1,652,509		574,152
Jodine J. Jenson Labrie		721,387		364,210
Wade D. Hutchings		-		326,576
Nathan D. Fisher(3)		379,399		246,001
David A. McCoy		294,942		168,508

Notes: 

1. Represents the aggregate value that the NEOs received from PSUs and RSUs granted pursuant to the Share Award Incentive Plan that vested in 2020. This includes PSUs awarded in 2018 and one-third of the RSUs granted in each of 2017, 2018 and 2019. The 2018 PSUs vested on December 31, 2020 and achieved a performance factor of 1.58X. The Board determined in 2016 to incorporate returns for peers that ceased to exist prior to the vest date in the performance factor calculation. Without such an amendment, the performance factor would have been 1.16X. The Common Shares underlying the vested PSUs were sold at a price of $4.32, and the cash sale proceeds were paid to the NEO. The RSUs that vested in early March 2020 were valued at the 5-day volume weighted average price preceding the dates of their respective vests, which was $5.97 for RSUs vesting on March 1 and 2, 2020, and $5.80 for RSUs vesting on March 3, 2020. Cash equal to such amounts was paid to each NEO.

2. Represents the cash bonus awards earned by the NEOs for 2020 performance, which were paid in March 2021. Mr. Fisher’s cash bonuses was paid in U.S. dollars, and the Canadian-dollar denominated equivalent represented is based on the exchange rate in effect on December 31, 2020, being US$1.00=CDN$1.2732.

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EXECUTIVE COMPENSATION

Termination and Change of Control Benefits

Enerplus has employment agreements in place with each of its executives which outline the terms and conditions of the employment contract and treatment in the event of termination, change in role or Change of Control.

Executives commit to non-solicitation and confidentiality conditions in the event of termination and, in exchange, may be eligible for severance payments and benefits. As a condition of receiving such payments and arrangements, the executive:

ü Must execute a release that releases Enerplus from further obligations and liabilities to the executive;

ü May not, directly or indirectly, without the consent of Enerplus, solicit for hire any employee of Enerplus for employment with another entity during the severance period;

ü May not, directly or indirectly, acquire more than 5% of the outstanding securities of Enerplus for the duration of the severance period; and,

ü May not engage in any non-management proxy solicitation with respect to Enerplus for the duration of the severance period or disclose proprietary information regarding Enerplus’ operations or business opportunities.

In addition to the terms of the employment agreements, the terms of the relevant LTI plans provide for accelerated vesting and/or payout of outstanding grants in certain circumstances involving termination of employment, a Change of Control or certain corporate transactions involving Enerplus. See Schedule F for additional information regarding the Share Award Incentive Plan.

Summary of Termination Provisions for Named Executive Officers

Termination Type	Salary	Bonus	LTI	Benefits and Perquisites
For Just Cause (by Enerplus) or by Executive without Good Reason (Resignation)	None	None	All unexercised, unvested or unpaid grants or awards are immediately forfeited and cancelled on termination date, per the applicable plans	Cease on termination date
Without Just Cause (by Enerplus), or For Good Reason (by Executive) following a Change of Control	Lump sum cash payment equal to the aggregate base salary the executive would receive during the severance period	Lump sum cash payment equal to the average of the last two years’ bonus multiplied by the severance period	Per employment agreements, all PSUs and RSUs vest upon termination date; PSUs vest with the performance multiplier calculated as of the termination date (1)(2)	Lump sum cash payment in lieu of benefits and perquisites for the severance period
Death or Disability	None	None	PSUs and RSUs vest upon death or termination due to disability (PSUs vest with the performance multiplier calculated as of the termination date), per the Share Award Incentive Plan	Cease on termination date
Retirement	None	None	All remaining PSUs and RSUs continue to vest as scheduled, per the Share Award Incentive Plan (with most recent PSU and RSU awards pro-rated)	Limited health, dental and life insurance benefits for Canadians meeting eligibility criteria Savings Plan and perquisites cease on retirement date

Notes:

1. In the case of Messrs. Hutchings and Fisher, only those PSUs and RSUs that would otherwise vest during their respective severance periods will automatically vest upon their termination dates. All other PSUs and RSUs would be forfeited, except as noted below.

2. In the case of Mr. Hutchings, if his employment were to be terminated without just cause by the Company or by the executive for good reason within 90 days of a Change of Control, any PSUs and RSUs awarded in March 2020 would automatically vest upon his termination date.

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EXECUTIVE COMPENSATION

Estimated Incremental Payments for Termination as of December 31, 2020

Based on the provisions summarized above, the following tables reflect estimated payments that would have been made to the NEOs (or in the case of death, their estates) had their employment with Enerplus terminated as of December 31, 2020. The information presented in these tables does not necessarily reconcile to the information shown in the Summary Compensation and the Outstanding Share-Based Awards Tables due to different measurement periods for the purposes of salary and LTI calculations.

Termination Without Just Cause or For Good Reason Following a Change of Control

Name	Severance Period		Salary(1)		Annual Incentive Bonus(2)		Share-Based Award Payments(3)		Benefits & Perquisites(4)		Total
	(Months)		$		$		$		$		$
Ian C. Dundas(5)		24		1,115,900		1,287,105		1,113,889		185,168		3,702,062
Jodine J. Jenson Labrie		24		772,500		546,197		502,338		134,601		1,955,636
Wade D. Hutchings(6)		18		579,375		434,531		171,670		134,581		1,320,157
Nathan D. Fisher(6)		16		513,524		307,413		227,738		118,804		1,167,479
David A. McCoy		18		465,263		284,891		186,421		85,412		1,021,987

Notes: 

1. Represents the NEO’s 2020 annual salary in effect at December 31, 2020 multiplied by the severance period.

2. Based on the average of annual incentive bonuses received by the NEO in respect of 2018 and 2019, had such amount been received for the duration of the severance period and with no amount payable in respect of any partial year as termination was deemed to occur on December 31, 2020. As Mr. Hutchings was not employed by the Company in 2018 and 2019, his employment agreement provides for the use of his target annual incentive bonus as the basis of this calculation.

3. Depending on the applicable executive employment agreement, either all or a portion of unvested PSUs and RSUs as at December 31, 2020 would immediately vest and be paid to the NEO. The amounts represent the estimated market value of such outstanding PSUs and RSUs based on relative performance factors estimated as of December 31, 2020, plus the monthly cash dividends or dividend reinvestment that would have been paid by Enerplus on such shares had they been outstanding as Common Shares from the date of grant. The estimated relative performance factors were 0.58X and 0.02X for PSUs that vest on December 31, 2021 and December 31, 2022, respectively.

4. The amount payable over the severance period in lieu of perquisites including car allowance, parking, health, wellness, dental, life insurance and disability programs, benefits paid under a flexible spending account, club membership dues and the Savings Plan or 401(k) matching contribution made by Enerplus to each of the NEOs.

5. Notwithstanding the above calculation, which reflects Mr. Dundas’ December 31, 2020 base salary and a severance multiple of 24 months, had Mr. Dundas’ employment been terminated without Just Cause or For Good Reason following a Change of Control as of December 31, 2020, his total severance would have been $4,407,789. This reflects the agreement the Board made with Mr. Dundas when it reduced his severance entitlement to 24 months from 30 months. Under this agreement, the severance amounts that Mr. Dundas would receive for termination in the circumstances as above would be not less than $3,293,900 plus the value of his share-based award payment.

6. For Messrs. Hutchings and Fisher, any U.S. dollar amounts were converted to Canadian dollars using the exchange rate of US$1.00 = CDN$1.2732 in effect December 31, 2020. While Mr. Hutchings is paid in Canadian dollars, certain benefits and perquisites are valued in US dollars because they pertain to benefits provided to employees who live in the U.S.

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EXECUTIVE COMPENSATION

Termination Due to Death, Disability or Retirement

The payments shown below relate exclusively to share-based award payments that would be made in accordance with the relevant incentive plan terms and Enerplus’ retirement policy. No other payments would be made by Enerplus if termination were due to death, disability, or retirement.

Name	Death or Disability(1)		Retirement(2)
	$		$
Ian C. Dundas		1,113,889		n/a
Jodine J. Jenson Labrie		502,338		n/a
Wade D. Hutchings		171,670		n/a
Nathan D. Fisher		227,738		n/a
David A. McCoy		186,421		141,479

Notes: 

1. Represents the estimated incremental payment for Share-Based awards that would have been made to an NEO by reason of death or termination due to disability on December 31, 2020.

2. Only Mr. McCoy was eligible to retire as of December 31, 2020. Represents the aggregate value of the Share-Based awards that he would have received upon an effective retirement date of December 31, 2020. No other NEOs were eligible to retire as at December 31, 2020 based upon the retirement criteria of a minimum of age 55 plus a minimum of five years of service with Enerplus and a combined total minimum of 65 years. Upon retirement, share awards previously granted will continue to vest in accordance with their original terms, except that the most recent RSU and PSU awards are pro-rated.

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ADDITIONAL INFORMATION

Schedule A:	Definitions
Schedule B:	Board of Directors Continuing Education Activities
Schedule C:	Mandate of the Board of Directors
Schedule D:	Summary of Director Equity Plans
Schedule E:	Annual Responsibilities of the Compensation & Human Resources Committee
Schedule F:	Summary of Share Award Incentive Plan
Schedule G:	Securities Authorized For Issuance Under Equity Compensation Plans

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ADDITIONAL INFORMATION

Schedule A: Definitions

“AA” means annual average

“AST” means AST Trust Company (Canada), the registrar and transfer agent of Common Shares

“Beneficial Shareholders” means Shareholders who do not hold their Common Shares in their own name but through brokers or other intermediaries

“Board” means the board of directors of Enerplus

“BOE” means barrels of oil equivalent, with six thousand cubic feet (“6 Mcf”) of natural gas converted to one barrel of oil equivalent and one barrel of natural gas liquids equivalent to one barrel of oil equivalent

“BOE/D” means barrels of oil equivalent per day

“Cap G&A” means capitalized general and administrative expenses

“CEO” means the President & Chief Executive Officer of Enerplus

“CFO” means the Senior Vice-President & Chief Financial Officer of Enerplus

“Chair” means the chair of the Board or of a Committee of the Board

“Change of Control” occurs upon:

(a) the acquisition by a person of beneficial ownership of such number of voting securities of Enerplus which would entitle such person to cast 35% or more of the votes attaching to all voting securities of Enerplus which may be cast to elect directors of Enerplus;

(b) the amalgamation, arrangement, merger, reorganization, other business combination or any other transaction involving Enerplus, unless persons who were Shareholders of Enerplus immediately prior to the implementation of such transaction own at least 65% of the shares of, or other securities that may be voted for the election of directors of, Enerplus or any resulting entity outstanding immediately after such transaction;

(c) the sale, lease, transfer or disposition, in a single transaction or series of related transactions, of all or substantially all of the assets of Enerplus and its subsidiaries, taken as a whole;

(d) the liquidation of Enerplus or substantially all of its assets or the winding-up or dissolution of Enerplus;

(e) a change in the composition of the Board as a result of a contested election of directors, a meeting of the Shareholders of Enerplus with an item of business relating to the election of directors or other transaction, with the result that the persons who were directors of Enerplus prior to such contested election, meeting or transaction do not constitute a majority of the directors elected in such election, at such meeting or pursuant to such transaction; or

(f) a determination by a majority of the Board, acting reasonably and in good faith, that a Change of Control has occurred or is about to occur

“Code” means the Code of Business Conduct of Enerplus

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ADDITIONAL INFORMATION

“Common Shares” or “Shares” means common shares in the capital of Enerplus

“COO” means the Senior Vice-President & Chief Operating Officer of Enerplus

“Deferred Share Unit Plan” means the deferred share unit plan for directors, as amended and restated January 1, 2011, that allows a director to elect to receive some of their annual equity compensation in DSUs

“Director RSU Plan” means the restricted share unit plan for directors dated November 6, 2019, that allows a director to elect to receive some of their annual equity compensation in Director RSUs

“Director RSUs” means restricted share units granted pursuant to the Director RSU Plan

“Director Share Plan” means the director share plan, as amended and restated January 1, 2011, under which Enerplus may grant directors share-based annual compensation

“DSUs” means deferred share units granted pursuant to the Deferred Share Unit Plan

“Enerplus” or the “Company” means Enerplus Corporation and, where the context permits, includes its subsidiaries

“ESG” means environmental, social and governance

“F&D costs” means finding and development costs

“FD&A costs” means finding, development and acquisition costs

“For Good Reason”, in the case of Enerplus executives with an executive employment agreement, includes the following events, whether or not any one of such events would, in and of itself, constitute constructive dismissal at common law:

(a) the aggregate remuneration of the executive is materially reduced or not paid when due

(b) Enerplus requires the executive, without the executive’s agreement, to be based anywhere other than Enerplus’ principal offices on a non-temporary basis

(c) the executive is subject to a material reduction in the executive’s overall responsibility

(d) Enerplus fails to continue in effect any aspect of the executive’s remuneration without providing the executive with a substantially similar level of compensation and benefits (or, where applicable, a reasonable and realistic opportunity to achieve a substantially similar level of performance-based compensation or benefits)

(e) any failure by any successor of Enerplus to assume and agree to be bound by the provisions of the executive employment agreements

“Form of Proxy” means a form of proxy or voting instruction form, as applicable, accompanying this Information Circular

“GHG” means greenhouse gas

“Hugessen” means Hugessen Consulting Inc.

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ADDITIONAL INFORMATION

“LTI” means long term incentive

“KPMG” means KPMG LLP, Independent Registered Public Accounting Firm

“MBBL/D” means thousands of barrels of oil per day

“MBOE” means thousands of barrels of oil equivalent

“MBOE/D” means thousands of barrels of oil equivalent per day

“Mcf” means one thousand cubic feet

“Meeting” means the Annual Meeting of Shareholders to be held on May 6, 2021

“Mercer” means Mercer LLC

“NEO” means Named Executive Officer

“Notice of Meeting” means the Notice of Annual Meeting of Shareholders accompanying this Information Circular

“NYSE” means the New York Stock Exchange

“Opex” means operating expenditures

“PSUs” means performance share units granted pursuant to the Share Award Incentive Plan

“Proxy Deadline” means at least 48 hours (excluding Saturdays, Sundays and statutory holidays in Calgary, Alberta) before the Meeting or any adjournment(s) thereof

“Record Date” means March 22, 2021

“Registered Shareholders” means Shareholders who hold Common Shares in their own name

“RSUs” means restricted share units granted pursuant to the Share Award Incentive Plan

“S&P/TSX E&P Index” means the S&P/TSX Oil and Gas Exploration and Production Index

“Sarbanes–Oxley Act” means the U.S. Sarbanes–Oxley Act of 2002

“Savings Plan” means Enerplus’ employee savings plan

“Security-Based Compensation Arrangement” generally means any compensation plan of the Company under which payouts of grants can be satisfied by Common Shares issued from Enerplus’ treasury

“Share Award Incentive Plan” means Enerplus’ Share Award Incentive Plan dated effective February 20, 2014, as amended and restated on February 18, 2021

“Share Awards” means RSU awards and PSU awards

“Shareholders” means holders of Common Shares

“TSX” means the Toronto Stock Exchange

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ADDITIONAL INFORMATION

“TSR” means total shareholder return as described under the Company’s various compensation plans

“U.S. GAAP” means U.S. generally accepted accounting principles

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ADDITIONAL INFORMATION

Schedule B: Board of Directors Continuing Education Activities

During 2020, the Board, its committees and individual directors participated in presentations and received educational information on a variety of topics, including those outlined below. All directors attended all of the internal technical sessions, while other sessions were attended by a subset of directors depending on their interests and areas of expertise.

Topic (Presenter)

Audit, Finance and Risk Management

ü  COVID-19 Audit Committee Implications (Institute of Corporate Directors) 

ü  Cybersecurity Webinar (Ernst & Young LLP) 

ü  Director Proficiency: Financial Oversight (National Association of Corporate Directors)  

ü  Director’s & Officer’s Risk in a COVID-19 World (Institute of Corporate Directors)  

ü  How Audit Committees Can Respond to COVID-19 (KPMG LLP)  

ü  Liability Management (Tudor Pickering Holt & Co.)  

ü  Managing Directors’ and Officers’ Risk in a COVID-19 World (Canadian Public Accountability Board)  

ü  Second Quarter Financial Reporting (PricewaterhouseCoopers LLP)  

ü  Short Form Prospectus Seminar (Canaccord Genuity Corp.)  

ü  Risk Management Townhall (National Association of Corporate Directors)  

ü  Technology and Innovation (National Association of Corporate Directors) 

COVID-19 Business Implications

ü  Consumer Recovery and Indebtedness from COVID-19: What That Means for Business (Deloitte LLP)  

ü  Corona Virus Oil Price Melt Down & Board Preparation (Royal Bank of Canada)  

ü  Corruption in the Time of COVID (Vinson & Elkins LLP)  

ü  COVID-19 & Geopolitics & Post-Pandemic Economic Analysis (Institute of Corporate Directors)  

ü  COVID-19 Dealing with Financial Distress & What Directors Need to Know (Institute of Corporate Directors)  

ü  COVID-19 Evolving Legal Considerations in the Canadian Market (Osler, Hoskin & Harcourt LLP)  

ü  Leadership in a Time of Crisis Parts I&II (Deloitte LLP)  

ü  Leadership in a Time of Disruption (Blake, Cassels & Graydon LLP)  

ü  Leveraging Operations for a Sustainable Reset (Willis Towers Watson)  

ü  Navigating the Pandemic – a Board Lens (KPMG LLP)  

ü  Post-COVID: What Does It Mean for the Oil & Gas Industry (Osler, Hoskin & Harcourt LLP)  

ü  Responding to COVID-19 – Perspectives for the Oil & Gas Industry & Economic Recovery Dashboard (Deloitte LLP)  

ü  The Board’s Role Beyond the COVID Crisis (Institute of Corporate Directors)  

ü  The Economics of COVID-19: A Look at Scenarios for Re-opening & Recovery and Operations in the Next Normal (McKinsey & Company)  

Economy, Industry and Markets

ü  2020 Economic Forecast (Scotiabank, Brett House (VP & Deputy Chief Economist))  

ü  Board Oversight of the Competitive Deal Process (National Association of Corporate Directors) 

ü  Commodity Pricing (Goldman Sachs)  

ü  Commodity Pricing 2020 (Tudor Pickering Holt & Co.)  

ü  Energy Turmoil Parts I & II: Credit Markets & Energy Response (Tudor Pickering Holt & Co.)  

ü  Energy Transition, Campaign Slogan or Competition (Tudor Pickering Holt & Co.)  

ü  Energy Turmoil Part III: The Fight Over Value (Tudor Pickering Holt & Co.)  

ü  Geo-security & Liquidity- Commodities Macro (Tudor Pickering Holt & Co.)  

ü  Mergers & Acquisitions (National Association of Corporate Directors) 

ü  Proactively Navigating Distress in the Oil & Gas Industry (Independent Producers Association of America) 

ü  Transformation and Restructuring (National Association of Corporate Directors) 

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ADDITIONAL INFORMATION

Topic (Presenter)

Environmental, Social and Governance

ü  Board Culture & Climate Roundtable (Institute of Corporate Directors)  

ü  Board Oversight Considerations (National Association of Corporate Directors)  

ü  ESG Conference & Sustainability Summit (Scotiabank)  

ü  Shareholder Engagement (National Institute of Corporate Directors)  

ü  Shifting the Ground – The Collision of Business and Government Policy (Institute of Corporate Directors)  

ü  Strategic Assessment of Climate Change (Osler, Hoskin & Harcourt LLP)  

ü  The “S” of the ESG Triangle (Scotiabank) 

Human Resources and Compensation

ü  2020 Proxy Season – What’s New: Pay Trends and Issues (Hugessen Consulting Inc.)  

ü  Board’s Role in Supporting Mental Health Wellness (Institute of Corporate Directors)  

ü  CEO Succession Planning (National Association of Corporate Directors) 

ü  Compensation Committee Role in Engagement of Key Talent (National Institute of Corporate Directors)  

ü  Deeper Dive into Health & Welfare Program Implications (COVID-19) & 2020 Spring Executive Compensation (Willis Towers Watson)  

ü  Director’s Session: Exec Comp in Time of COVID (Hugessen Consulting Inc.) 

ü  Exec Comp 2020 – Topics Arising from Recent Disruptions (Hugessen Consulting Inc.)  

ü  Executive Compensation 2020: Topics Arising from Recent Disruptions (Institute of Corporate Directors)  

ü  Executive Compensation Implications – current macro (Institute of Corporate Directors)  

ü  Executive Compensation Trends: Key Learnings from 2020 Proxy Season & Impact of COVID-19 (Institute of Corporate Directors)  

ü  Impact of COVID-19 on Executive Incentive Plans (Meridian Compensation Partners)  

ü  Looking Beyond COVID-19 and the Impact on Incentive Programs (Hugessen Consulting Inc. & Semler Brossy Consulting Group LLC)  

Technical Sessions

ü  Air Quality Technical Session (Enerplus) 

ü  Digital Acceleration: Rod Pump Downtime Prediction Technical Session (Enerplus) 

ü  Global Energy Transition (Switch Energy Alliance, Dr. Scott Tinker) 

ü  Williston Basin Technical Session (Enerplus) 

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ADDITIONAL INFORMATION

Schedule C: Mandate of the Board of Directors

The primary responsibility of the Board of Directors is to oversee the management of Enerplus to ensure its long-term success and to maximize Shareholder value. Any responsibility which has not been delegated to management remains with the Board of Directors.

Composition

The Board shall be composed of a minimum of seven directors and a maximum of fifteen directors. Except as set out in the by-laws of Enerplus, Board members will be elected at the annual meeting of the Shareholders and will serve until their successors are duly appointed. A majority of the directors will be independent. All members of the Board shall have the skills and abilities required to carry out their duties and responsibilities in the most effective manner. The Board shall endeavor to always have the right mix of experience and competencies to discharge its responsibilities.

Meetings

The Board shall meet at least six times yearly, and as deemed necessary in order to carry out its duties effectively. The Board shall also retain independent advice, if necessary.

Duties and Responsibilities

The Board is charged with the overall stewardship of Enerplus and provides oversight of the business of Enerplus and its management. The Board, in discharging its responsibilities, can do so directly or delegate such matters to a committee of the Board, as appropriate. The Board’s responsibilities include:

1. Management Selection, Retention and Succession

▪ Select, appoint and, if necessary, terminate the CEO

▪ Approve the appointment of the Chair of the Board as recommended by the Corporate Governance & Nominating Committee

▪ Approve the list of directors standing for election, as recommended by the Corporate Governance & Nominating Committee

▪ Review its charter annually and recommend changes to the Board when necessary

▪ Annually appoint directors to the following committees:

a) The Audit & Risk Management Committee

b) The Compensation & Human Resources Committee

c) The Corporate Governance & Nominating Committee

d) The Reserves Committee

e) The Safety & Social Responsibility Committee

and delegate to such committees specific responsibilities, pursuant to their respective mandates, as approved by the Board.

▪ At the Board’s discretion, appoint other Board committees that the Board decides are needed and delegate to such committees specific responsibilities, pursuant to their respective mandates, as approved by the Board

▪ Approve compensation programs for senior management, as recommended by the Compensation & Human Resources Committee

▪ Assess the performance of the CEO against corporate objectives approved by the Board

▪ Assess, annually, the effectiveness and the performance of the Board, its committees and directors in fulfilling their responsibilities

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ADDITIONAL INFORMATION

▪ Approve directors’ compensation, as recommended by the Corporate Governance & Nominating Committee

▪ Hold an in-camera session of the independent members of the Board at every meeting

2. Strategy

▪ Review and approve the corporate objectives developed by the CEO

▪ Review, adopt and monitor the Company’s strategic planning process

▪ Monitor Enerplus’ performance in light of the Company’s approved strategic plan

▪ Adopt, annually, a strategic plan to maximize Shareholder value

3. Corporate Ethics and Integrity

▪ Review and monitor Enerplus’ Code of Business Conduct and disclose any waivers of the Code for officers and directors

▪ Review and respond to potential conflict of interest situations

▪ Ensure policies and processes are in place for the identification of principal business risks and review and approve risk management strategies

▪ Approve corporate policies and other corporate protocols and controls

▪ Approve the Company’s policy on public disclosure

▪ Review, annually, its mandate and amend as deemed necessary

4. Financial Responsibilities

▪ Approve the annual audited financial statements of Enerplus as recommended by the Audit & Risk Management Committee

▪ Approve the quarterly interim financial statements of Enerplus as recommended by the Audit & Risk Management Committee

▪ Recommend to the Shareholders the appointment of Enerplus’ external auditors, as recommended by the Audit & Risk Management Committee

▪ Review and approve Enerplus’ operating budget

▪ Review, as deemed necessary, approval authorities of the CEO and senior management

▪ Approve financial commitments in excess of delegated approval authorities

▪ Review and approve any material acquisitions, divestments and corporate reorganizations

▪ Assess and approve any material securities offerings, financing or banking arrangements

Timetable 

The Board’s work schedule is anticipated to be as attached but may be amended, from time to time, by the Chair of the Board.

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ADDITIONAL INFORMATION

J

F

M

A

M

J

J

A

S

O

N

D

Approve Audited Financial Statements

ü

Approve Information Circular and Proxy

ü

Approve Annual Report

ü

Approve list of Directors for Re-election (including Board Chair)

ü

Approve Appointment of External Auditors

ü

Approve Audit Fees

ü

Receive Reports from Committee(s)

ü

ü

ü

ü

Receive Statements of Compliance for:

▪      Insurance Premium Payments

ü

▪      Code of Business Conduct

ü

▪      Employees Withholding Taxes and Deductions

ü

Review CEO Performance Assessment

ü

Approve the Annual Information Form

ü

Approve Interim Financial Statements

ü

ü

ü

Review Operations

ü

ü

ü

ü

Review Acquisitions and Divestments

ü

ü

ü

ü

Review the Business Development Overview

ü

Annual Field Visit

ü

Attend Strategic Planning Session

ü

Distribute CEO Performance Assessment Questionnaire

ü

Discuss CEO Performance Ratings

ü

Approve Board Mandate and Committee Charters

ü

Approve Capital and Operating Budgets

ü

Receive Report on Strategic Planning Session

ü

Approve Annual Performance Bonus

ü

Conduct Board Effectiveness Survey & Assessment

ü

Review results of Board Effectiveness Survey & Assessment

ü

Hold an in-camera session of the independent members of the Board

At every meeting.

Note that the 2020 annual field visit was cancelled due to pandemic-related safety and travel restrictions.

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ADDITIONAL INFORMATION

Schedule D: Summary of Director Equity Plans

Director Share Plan (Inactive after 2020)

Prior to 2021, under the Director Share Plan, Common Shares were purchased annually by Enerplus on the TSX for payment to eligible directors who elected to be paid all or a portion of their annual equity retainer in Common Shares. The Common Shares were not issued from treasury and such securities were not subject to any transfer or resale restrictions imposed on the directors. Effective 2021, Enerplus closed the Director Share Plan. Commencing with 2021 equity retainers, Directors no longer have the option to elect to receive their annual equity retainer in Common Shares, and instead will choose between DSUs or Director RSUs (each as described below), or a combination of the two. Enerplus believes this change creates better alignment between director compensation and management compensation practices, and better facilitates equity purchases for U.S.-based directors.

Deferred Share Unit Plan

Directors who have elected to be paid all or a portion of their annual equity retainer in DSUs receive their awards effective the first day of each calendar year. The number of DSUs credited to any director in a calendar year is calculated by dividing the dollar value of the portion of the director’s annual equity retainer that they elected to be paid in the form of DSUs by the volume weighted average trading price of the Common Shares on the TSX for the last twenty trading days of the preceding calendar year. The DSUs vest immediately but are not paid out until a director ceases to be a director of Enerplus.

When a director ceases to serve on the Board for any reason, the director will receive a cash payment for each DSU credited. If the director is a U.S. resident, the amount of the payment will be determined on the director’s termination date. If the director is a Canadian resident, the payment amount will be determined on either the director’s termination date or, at the director’s election, a date of the director’s choosing not later than December 1 of the calendar year following the year in which the director ceased to serve on the Board. The amount of the payment for each DSU will be determined based on the volume weighted average trading price of the Common Shares on the TSX for the ten trading days immediately preceding the valuation date.

The plan was amended in 2014 to align the treatment of dividends with other LTI plans of Enerplus. For DSUs granted prior to 2014, upon payout the director receives a cash payment equal to the value of dividends, if any, that would have been paid on the DSUs if they were outstanding as Common Shares from the date of grant. For DSUs granted in or after 2014, the number of DSUs held by a director is increased each month, based on dividends earned on those DSUs during the month, on a compounding basis.

Director RSU Plan

Commencing with 2020 equity retainers, directors may elect to receive all or a portion of their equity retainer in Director RSUs issued under the Director RSU Plan. This plan is a phantom equity plan that settles underlying awards in cash and does not result in the issuance of treasury shares. Each Director RSU awarded entitles the holder to a cash payment equal to the value of one Common Share at the time of vesting. Director RSUs vest in three tranches: one third on each of the first, second and third anniversary dates of the date of grant. The value of each payment is calculated based on the number of Director RSUs vested at such date, including those obtained through the notional reinvestment of dividends, multiplied by the volume weighted average trading price of the Common Shares on the TSX for the ten trading days immediately preceding the vesting date.

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ADDITIONAL INFORMATION

Schedule E: Annual Responsibilities of the Compensation & Human Resources Committee

On an annual basis, the Compensation & Human Resources Committee is responsible for the following activities related to executive and employee compensation, succession planning and talent management.

	Jan	Feb	Aug	Nov
Non-Executive Compensation
▪      Approve annual staff salary increase budget	ü
▪      Review high level benchmark data analysis				ü
Executive Compensation
▪      Review compensation peer group(s) and benchmark data			ü	ü
▪      Recommend to the Board the CEO’s salary treatment, bonus and annual LTI award	ü	ü
▪      Review and recommend to the Board proposed SVP and VP salary changes, bonuses and annual LTI awards	ü	ü
CEO Performance Evaluation
▪      Finalize format and content of evaluation	ü			ü
▪      Receive the CEO’s self-assessment (provided to the full Board)	ü			ü
▪      Review the Board’s feedback on CEO	ü
▪      Review for Board approval CEO personal goals for new year	ü	ü
Annual Bonus Administration (STIP)
▪      Confirm annual corporate objectives, performance metrics, and performance management process for the new year	ü
▪      Review forecast of the corporate performance score			ü	ü
▪      Review for Board approval of the annual corporate performance score and resulting aggregate bonus pool	ü
Equity Administration (LTI)
▪      Review current state of outstanding PSU performance multipliers				ü
▪      Confirm grant approach for the upcoming year				ü
▪      Review PSU performance multiplier for grant vested December 31	ü
▪      Review and approve aggregate planned annual LTI awards	ü	ü
▪      Approve quarterly grant dates for the new year	ü
Human Resources Policies & Practices
▪      Oversee assessment of risk relating to compensation philosophy, policies and practices		ü
▪      Review Human Resources strategies and policies, including diversity and inclusion	ü	ü	ü	ü
▪      Review succession and development plans for all executives		ü	ü
ESG Material Issue – Culture
▪      Review and approve targets that advance the Culture Material Issue		ü
▪      Monitor performance of the “culture journey” against the stated targets	ü		ü	ü
Information Circular
▪      Review outreach, institutional advisor reports and any other governance trends	ü	ü	ü	ü
▪      Review draft Compensation Discussion & Analysis section of the circular	ü	ü
Committee Charter and Work Plan
▪      Review, and revise as necessary, the Committee’s charter and work plan				ü

The Committee’s charter is available on Enerplus’ website at www.enerplus.com.

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ADDITIONAL INFORMATION

Schedule F: Summary of Share Award Incentive Plan

Background

The Share Award Incentive Plan (“Plan”) was approved by Shareholders and implemented in February 2014 to replace Enerplus’ previous LTI plans. Since the adoption of the Plan, Enerplus has not made and does not intend to make any further grants of awards to its executives or employees under the previous LTI plans.

The Plan governs the annual granting of Share Awards in the form of either or both RSUs and PSUs to executives and employees for greater alignment of interests between Enerplus and Shareholders.

Vesting and Expiry

RSU

Each RSU awarded entitles the holder to one Common Share at the time of vesting. RSUs vest in three tranches: one third on each of the first, second and third anniversary dates of the date of grant.

PSU

Each PSU awarded entitles the holder to one Common Share at the time of vesting. PSU awards vest in their entirety at the end of a three year performance period.

Dividends

Share Awards accrue dividends starting from the date of grant that are notionally reinvested on a compounding basis using the five-day volume weighted average price preceding the dividend payment date.

Payout

Common Shares payable to a holder upon vesting of a Share Award may be issued from Enerplus’ treasury. On or prior to the payout date, if determined by Enerplus, in its sole discretion prior to the relevant payment date, these Common Shares will automatically be sold on the TSX by a broker, dealer or plan administrator without any discretion exercised or instructions provided by the holder. Each holder will then be paid a cash amount, based on the average sale price received from all Common Shares sold on behalf of the Plan participants in respect of that payout date. However, Enerplus may elect to instead pay to the holder an amount in cash equal to the aggregate fair market value of the Common Shares to which the holder is entitled under their Share Awards in lieu of issuing treasury Common Shares. In this case, the fair market value payable to the holder is based on the five- or twenty-day volume weighted average trading price of the Common Shares on the TSX for the period ending one business day prior to the vesting date, for RSUs and PSUs, respectively.

RSU

The value of payment is calculated based on the number of vesting RSUs, including those obtained through the notional reinvestment of dividends, multiplied by the fair market value of the Common Shares.

PSU

The value of payment is calculated based on the number of vesting PSUs, including those obtained through the notional reinvestment of dividends, multiplied by the fair market value of the Common Shares multiplied by the performance multiplier (“Multiplier”).

The Multiplier ranges from 0.0X to 2.0X and is determined based on Enerplus’ relative TSR over the performance period as compared to a group of industry peers (“Performance Group”). If the percentile rank is less than 25, the Multiplier is zero, and if the percentile rank is equal to or greater than 75, the Multiplier is two. Where the percentile rank is between those numbers, the Multiplier will be determined by linear interpolation between the two nearest values.

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ADDITIONAL INFORMATION

The Performance Group is specified by the Board at the beginning of each performance period. For information on Enerplus’ Performance Group, refer to the “Long Term Incentives” section of this Information Circular. The Board determined in 2016 to incorporate certain peers that ceased to exist prior to the vesting date in the performance factor calculation. Any peer organization that trades for a minimum of 12 of the 36 months in the vesting period is included in the relative performance evaluation.

For PSU awards granted in 2021, the plan incorporates a second performance metric that caps the Multiplier at 1.0X if Enerplus’ absolute TSR over the vesting period is negative. For PSU awards granted after 2021, the Board may determine, at the time of grant of such PSU awards, the method of calculation of the Multiplier to be applicable to such PSU awards. This method will be based on TSR relative to the Performance Group plus any other metric(s) that the Board determines are appropriate at the time of grant.

The Common Share price used at the beginning of the performance period to determine the TSR of Enerplus and the Performance Group is based on the final 20 trading days prior to the commencement of the performance period. As such, the starting Common Share price for a PSU award aligns with the ending Common Share price of the vesting PSU.

Pool (Shareholder Approved Treasury Reserve) 

The Plan currently provides that the number of Common Shares reserved for issuance from Enerplus’ treasury pursuant to the Plan shall not exceed 4.5% of the aggregate number of issued and outstanding Common Shares (on a non-diluted basis) at such time. Additionally, the Plan provides that the number of Common Shares reserved for issuance from treasury under the Plan plus the number of Common Shares reserved for issuance pursuant to grants under any other Security-Based Compensation Arrangement shall not exceed 10% of the aggregate number of issued and outstanding Common Shares (on a non-diluted basis) at such time. A “Security-Based Compensation Arrangement” generally means any plan under which Common Shares can be issued from Enerplus’ treasury.

As the number of Common Shares that may be issued upon the vesting of RSUs (due to accumulated notional dividends from the date of grant) and PSUs (due to accumulated notional dividends and the application of the Multiplier) may be higher than the number of RSUs or PSUs, as applicable, granted and outstanding, it is possible that the number of Common Shares issuable upon vesting of RSUs and PSUs at a particular time, plus the number of RSUs and PSUs that remain issued and outstanding at such time, could exceed 4.5% of the number of then outstanding Common Shares. Until such RSUs or PSUs vest, there is significant uncertainty as to the number of Common Shares ultimately issuable upon the vesting of such RSUs or PSUs. However, once such Common Shares are issued upon vesting, the number of available Common Shares available for subsequent issuance under the Share Award Incentive Plan will still only be the 4.5% limit described above.

The 4.5% limit is an evergreen provision whereby, following the expiration, cancellation or other termination of any Share Awards under the Share Award Incentive Plan (including upon the vesting and payout of Share Awards), a number of Common Shares reserved for issuance under the Share Awards which have expired, been cancelled or terminated will automatically become available for issuance in respect of new Share Awards that may subsequently be granted under the Plan, up to the 4.5% maximum limit. As the Plan does not have a fixed maximum number of Common Shares reserved for issuance under the Plan, the TSX requires that the approval of all unallocated Share Awards under the Plan be sought by Enerplus every three years from a majority of the Shareholders.

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ADDITIONAL INFORMATION

The aggregate number of Share Awards granted to any individual under the Plan or any other Security-Based Compensation Arrangement of Enerplus shall not exceed 5% of the issued and outstanding Common Shares (on a non-diluted basis). In addition, the number of Common Shares issued within a one-year period and issuable at any time to insiders of Enerplus as a whole under the Plan or any other Security-Based Compensation Arrangement of Enerplus, shall not exceed 10% of the issued and outstanding Common Shares (on a non-diluted basis).

As of December 31, 2020, an aggregate of 3,508,621 Share Awards (1,752,817 PSUs and 1,755,804 RSUs) were issued and outstanding, representing 1.6% of the issued and outstanding Common Shares, which entitle the holders to receive an aggregate number of Common Shares (assuming a Multiplier of 1.0X applicable to outstanding PSUs). See “Payout” above for the description of Multipliers.

As of December 31, 2020, an aggregate of 6,506,021 Common Shares were available for issuance for future grants of RSUs and PSUs under the Share Award Incentive Plan, representing 2.9% of the issued and outstanding Common Shares. See Schedule G, Note 2 for additional information.

The aggregate potential dilution of all issued and outstanding Share Awards authorized for issuance under the Share Award Incentive Plan is currently 4.5% of the total issued and outstanding Common Shares from time-to-time. The burn rate (“Burn Rate”) shows how rapidly a company is using its shares reserved for equity compensation plans. The Burn Rate is calculated by dividing the number of Share Awards granted, net of cancellations, in a given year by the weighted average issued and outstanding Common Shares in the same year. The following table summarizes the Company’s three-year annual and average Burn Rate in respect of the Share Award Incentive Plan.

Year	Share Awards Granted1  (#)		Issued and Outstanding Common Shares at December 31 (#)		Burn Rate
2020		2,194,964		222,547,600		1.0	%
2019		1,633,274		221,743,701		0.7	%
2018		1,507,604		239,491,102		0.6	%
Average Three-Year Burn Rate:						0.8	%

Note: 

1. Share Awards granted in the year noted. Does not reflect any cancellations.

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ADDITIONAL INFORMATION

Termination Provisions

The table below summarizes the treatment of outstanding Share Awards under the terms of the Share Award Incentive Plan upon the termination of a holder’s employment with Enerplus, unless otherwise determined by the Board or otherwise provided in a holder’s grant agreement or executive agreement.

Termination Type
Change of Control and Termination either (i) by Enerplus without Just Cause, or (ii) by the Holder For Good Reason	All outstanding Share Awards shall vest (and the end of the performance period applicable to outstanding PSU awards shall be deemed to have occurred on the effective date of the termination) and payment shall be made in cash within 31 days of the termination date, with the amount of the cash payment calculated on the basis of Enerplus’ share performance up to the termination date and based on the fair market value of the Common Shares at such time.
Death	All outstanding Share Awards fully accelerate and vest, with the amount of the cash payment calculated on the basis of Enerplus’ share performance up to the date of the holder’s death and based on the fair market value of the Common Shares at such time.
Retirement or Disability	All Share Awards previously granted to the holder will continue to vest and be paid out in accordance with their original terms, except, in the case of retirement, the number of unvested and unpaid Share Awards that comprise the most recent grant of such awards will be reduced on a pro rata basis for the proportion of the entire three year vesting period completed prior to the date of retirement.
All Other Termination (including (i) Resignation, (ii) by Enerplus For Just Cause, and (iii) by Enerplus Without Just Cause)	Unless otherwise specified in an executive employment agreement, Share Awards are forfeited and cancelled on the termination date. (Note that pursuant to Enerplus’ executive employment agreements, if an executive officer’s employment with Enerplus is terminated without Just Cause, the vesting and payment of Share Awards will be accelerated, either in whole or in part depending on the executive officer, pursuant to the terms of their executive employment agreement.)

Adjustments and Accelerated Vesting

If Enerplus completes any merger, amalgamation, arrangement, business combination or sale of all or substantially all of its assets, or is the subject of a take-over bid, or participates in any similar transaction (any of the foregoing referred to as a “Transaction”), and as a result of such Transaction the Shareholders receive securities of another issuer (the “Continuing Entity”) in full substitution or replacement for the Common Shares (“Replacement Securities”), the outstanding Share Awards will be adjusted, remain outstanding and continue in effect following the effective date of such Transaction, with appropriate adjustments made as required, including without limitation to (i) the number of Replacement Securities underlying the Share Awards held by each grantee, (ii) the dividends paid on the Common Shares (as replaced by the Replacement Securities) during the applicable performance period, and (iii) the 20-day volume weighted average trading price of the Common Shares determined for the beginning of the applicable performance period, in each case to appropriately account for and provide economic equivalence based on the exchange ratio of Replacement Securities issued for Common Shares pursuant to the Transaction.

However, if: (i) the Continuing Entity does not substitute or replace, or the nature of the Transaction does not provide for the full substitution or replacement of, the Common Shares with Replacement Securities on the above-described terms; (ii) the Board determines, acting reasonably, that such substitution or replacement is not practicable or impairs or does not substantially preserve the rights of the holders of Share Awards; (iii) the Board determines, acting reasonably, that such substitution or replacement would give rise to adverse tax results to holders of Share Awards; or (iv) the Replacement Securities are not (or, upon the occurrence of the Transaction, will not be) listed and posted for trading on a recognizable stock exchange, then in each case the outstanding Share Awards shall become fully vested and paid out on the basis of Enerplus’ share performance up to the date of the Transaction and based on the fair market value of the Common Shares at such time.

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ADDITIONAL INFORMATION

The Plan also contains customary anti-dilution provisions that provide for appropriate adjustments to the Share Awards in the event of a subdivision, consolidation, reclassification, recapitalization or similar transaction affecting the Common Shares that does not constitute a Transaction.

Other Terms

▪ The Plan provides that the Board may, in its sole judgement, amend or modify the terms and conditions regarding any grant of Share Awards including, without limitation, to accelerate any vesting or payment date of a Share Award or to adjust the Multiplier or the number of Common Shares deliverable pursuant to PSU awards under the Plan; provided that no such amendment or modification may, without the consent of the affected holder, reduce or adversely affect the amount of a Share Award otherwise payable pursuant to the terms of the Plan

▪ The Board may, at any time, without the approval of Shareholders, suspend, discontinue or amend the Plan or a Share Award. However, the Board may not amend the Plan or a Share Award without the approval of the holders of a majority of Common Shares who vote at a Shareholder meeting to:

(a) increase the number of Common Shares, or the percentage of the issued and outstanding Common Shares, reserved for issuance pursuant to the Plan

(b) expand the categories of individuals who are eligible to participate in the Plan

(c) extend the term of any Share Award beyond the term of such awards provided for under the terms and conditions of the Plan

(d) remove or increase the limits on the number of Common Shares issuable to any individual holder or to insiders as described under “Pool (Shareholder Approved Treasury Reserve)”, above

(e) permit the transfer or assignment of Share Awards, except to permit a transfer to a family member, an entity controlled by the holder of the Share Awards or a family member, a charity or for estate planning or estate settlement purposes

(f) amend the amendment provisions of the Plan

unless the change to the Plan or a Share Award results from the application of the adjustment or anti-dilution provisions of the Plan.

Additionally, no suspension, discontinuance or amendment may be made by the Board in respect of previously issued Share Awards that would adversely alter or impair those awards without the consent of the affected holder. Any amendments to the Plan are also subject to the requirements of the TSX or other applicable regulatory bodies

▪ A Share Award is personal to the holder and is non-transferable and non-assignable, other than as required for estate settlement purposes in the event of the holder’s death

▪ The Plan does not provide for or contemplate the provision of financial assistance to holders, as no financial payment is required to be made by the holder under the operation of the Plan

▪ Enerplus is not required to issue or deliver any Common Shares to any holder or make any payment in violation of any applicable law, regulation or rule of any governmental authority, securities regulatory authority or stock exchange

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ADDITIONAL INFORMATION

Schedule G: Securities Authorized For Issuance Under Equity Compensation Plans

The following table sets forth, as of December 31, 2020, the number of Common Shares which were authorized for issuance with respect to the Share Award Incentive Plan, being the only compensation plan of Enerplus under which securities may be issued from treasury. A description of this plan is set out under Schedule F of this “Additional Information” section.

Plan Category	Number of securities to be issued upon exercise of outstanding Options, warrants and rights (1) (a)		Weighted-average exercise price of outstanding Options, warrants and rights (b)	Number of securities remaining available for future issuance under equity compensation plans (excluding securities reflected in column (a)) (2) (c)
Equity compensation plans approved by Shareholders		3,508,621	n/a		6,506,021
Equity compensation plans not approved by Shareholders		n/a	n/a		n/a
Total		3,508,621	n/a		6,506,021

Note: 

1. Includes PSUs and RSUs outstanding under the Share Award Incentive Plan.

2. Represents Common Shares available for issuance for future grants of RSUs and PSUs under the Share Award Incentive Plan. The number of Common Shares that may be issued upon the vesting of RSUs (due to accumulated notional dividends from the date of grant) and PSUs (due to accumulated notional dividends and the application of the Multiplier) may be higher than the number of RSUs or PSUs, as applicable, granted and outstanding.

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Enerplus Corporation 

The Dome Tower 

3000, 333 - 7^th Avenue S.W. 

Calgary, Alberta, Canada 

T2P 2Z1

Telephone: (403) 298-2200 

Toll Free Telephone: 1-800-319-6462 

Fax: (403) 298-2211 

www.enerplus.com