Page 29 - Suncor 360

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MAY 2014
360
Mission #4 – Scavenge for data

Welcome back to headquarters, Suncor operative. Here is another mission for you.

This is Mission #4 in this campaign. There are six missions, with a new one every two weeks.

In this assignment, you’ll scavenge for data and submit a report. We’ve provided

surveillance images from The Suncor Way. Eyeball each one carefully, and decipher the clues
to hunt down the data. Report your findings on the Core. If you submit a hard copy,

remember to put your name, address and email address on it.

There are two ways to Your deadline to complete P.S. Mission Possible not
submit your scavenger the mission: May 30, 2014, ringing a bell? It’s possible

hunt report:
11:59 p.m. MDT
that your memory has been
compromised. Refresh.
1. Go to the Core > about
What’s at stake: decoder details on Mission Possible
Suncor > Mission Possible. and prizes are available at
dice for everyone who
Click on Mission #4,
enters; random draw for
the Core > About Suncor >
and fill in all fields
Mission Possible.
a $50 Petro-Canada or
as directed.
Suncor Store gift card for
*The winner will be randomly drawn
2. Send your completed every mission; and a shot from all correct entries submitted
at a VIP trip to another by the deadline. Only employees are
report by interoffice mail eligible for draw prizes due to
to Employee Communications, Suncor location.*
legal considerations.

SECW-44, Calgary

DECIPHER THE CLUES
START
peraciplt ehe rht thin
Otatscli g thright thi
1
Life is like a revolving door; you never know who’s going to pioiiscngnthgight thin
come in and out of yours. List the ive key items on the page
with this image.
eonodiseni t ght thing
rlan dm mot tht thing,
2 My lucky number is 13, but I’ve been told good things come in
a laliemodhi, tthight Tools to navigate
bunches of 18. What is number 13?
td l saei ing, e righl
3
Two forward-looking guys. On the page with this image, what
s i d d i n a n
Our Journey to Zero
s n g , t h e i g h t a
do the items in this list mean to you in your work?
csiod st ,g, the ranon
4 icsio eht , t r rtnoio
Use good judgment and common sense. This is step one in
.
keeping ______ in mind. p i g n i r e h t t h e r i o i t n

5 It’s back to the books. List the ive key items on the page with
lt thr ehthe ryryitar
All incidents are preventable, and
Workplace safety is no accident. It doesn’t just happen.
rs everyone needs to take ownership
Ensuring ethical conduct is OUR VALUES IN ACTION It depends on a sustained commitment from people
ih thgir ehe reverrere
d this image.
everyone’s responsibility
at every level of the company – people who champion Do the right thing
y
Good
judgmen6t and Everyone who works with Suncor is responsible for
of safetny o,n thy e jaobwand otff. Ti herse aree andr culetivatve a ceultuvre ofesafety apll daOy, evepry day.
common sense are
e ,y thgir t,ye evpO.O
cultivating a respectful work environment; doing
the beliefs that gave rise to Journey to
“Suncor has operations and conducts business
business ethically. The Way We Do Business – a summary
A diagram – two’s company, and three’s a crowd, butnotJourney to Zero is a thread that ties together every
the most ef
guides of ethical when it comes to our ____________
fective
of Suncor’s Standards of Business Conduct Code – sets
Z
across the globe. The way people do business in e
r
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–
a
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p
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ession of our irst and
other parts of the world can be quite different; aspect of operational excellence as we strive to deliver
decision-making.
ofallemployees.
but wherever you
ll
t h g i r hsafwe,realiableyope,rativonsaendensumreeveeryo.negoeshome
out the basic rules, standards and behaviour required foremost value.
ar
ei
n aSuncoremployee,andyou’resvtillexpectedto a w
the
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safe at the end of each day. We’ve embedded personal Before you
7act in a situation, ask
As part of your working relationship with Suncor, honour our business code of conduct.
g and prowcessasafety st,andardsminto iourmOpeerational
you must understand the Code and conduct yourself
yourself: Let’s zero in. Why is this ac
you“?As Suncor people, we are all leaders – even wh,en
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vey t
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Excellence Management System, and we ensure that all
h t w a y , t .
Does it compromise 8
raise your concern. Discuss suspected violations with the right thing, it’s reassuring to know that the
your supervisor or, if that feels uncomfortable or seems organization as a whole is also fully committed Draw a line with a highlighter from the start of the maze
employees are well supported in their efforts to make
trust or integrity?
v
t
inappropriate, you can call the Suncor Integrity Hotline to the highest standards of ethics. Coming for-
our workplace safe.
,
r e v y
ward and making a disclosure cayn be drificulte,
t w a
y to the end. When you are inished, you'll see a highlighted
,
y a w
Will my 24 hours a day, seven days a week, 365 days a year. actions endanger How we conduct ourselves day-to-day to achieve our but knowing the organization has your back
The triple bottom line
e
m What is it?
r e v e
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makes d to do.”
right thing a much easier thing
t
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anyone’s life, health
businessresultsisasimportantastheresultsthemselves. H
e
o
ow
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have negative impacts on the Thinking about what is right and acting in a way that relects our values is vital to your personal and our Driving operational
Kelly Bouckhout, Human Resources, Calgary
environment?
collePcltaivne success.
discipline
How we work here
management system
the right resources
Ensures we’re working
on the right things and
Keepthathwehsaeve asltloecaptesd to compliance in mind:
blishes controls to identify and inate risk. It’s howDwoes’ll achieve
1 Use good judgment and common sense.
Act
social economic
rational excellence.
and
it feel fair
2 Clarify your responsibility and role.
By evaluating the execution of our plans, and the results The most important part of our journey is how the rubber hits the well-being
prosperity
ws us to operate safely ahnodnrelisatb?ly, reduce or
3
Review the relevant policies in our Standards of Business Conduct Code.
ate environmental impacts, and develop and share
tbheetytearcdheiecviseiodn, swaenmd ake
continue to evolve and road, so to speak.
TheSuncorWayhaseverythingyouneedfr
4
ractices.Italsoallowsustoexecutebusiness improveourstandards
impliied, end-to-end processes. Work across ompany is planned, completed and checked for
If in doubt, ask.
Do
asuccessfuljourney–guidanceanddirction, explanations on how various elements of the company intersect, the navigation tools you’ll need along the
iance against controls and adjusted to address any n our performance. We call this Plan-Do-Check-
Flawlessly executing our plans eliminates way – and inally, the last piece of the travel kit – directions on how we’ll get there.
This section of The Suncor Way lays out what we
W
Over time, it drives continuous improvement and 1 ses the value of everything we do.
2
operational risks and drives improved performance
3
4
567
To download a copy of
can expect from Suncor leaders. It also maps out
what each of us is responsible for individually – basic behaviour that is the means to delivering our strategy
ould my family supp
?
Check
al excellence. It’s how we work around here, and how our performance is measured –
The Way We Do Business:
the Core > About Suncor > and reaching our goals, and doing it all within the
scope of operation
ort my decision?
Suncor at a Glance > Standards
Monitoring results
through audits,
assessments, and metrics
of Business Conduct
by our peers, our leaders, and our stakeholders. It’s what we expect from ourselves and each other.
mon sense. healthy
e the value we expected t
Operational discipline means doing the right thing, the right way, every time. Operational discipline means we all...
Seek knowledge and understanding
ensures we are capturingExpect accountability
“I stay safe because I Use comt seems unethical , it environment
All of our values share a common focus: people. Together, they express how we strive to treat one , another – not only our co-workers but everyone
It’s foundational to Suncor achieving operational excellence. This is a call
to action for all of us to increase our Understand not just what you do but why you
do it. Continually seek greater knowledge about These are our values:
1. Safety above all else
3. Do the right thing
Hold others accountable, and expect them to do the same. Back up co-workers by looking out for what know shortcuts aren’t If ior improperbably is.
whose path we cross in the course of doing business. These are the basic essentials of our journey. They focus on operational discipline to accelerate our journey of operational the systems, processes and hazards in and around the workplace.
Adhere to procedures
Do it safely or don’t do it.
The right way, with integrity.
they may have missed. Intervene and stop an operation when necessary.
Collaborate
worth permanent injury pro
remind us that there are no shortcuts, no easy answers, and no room for compromise – especially when it comes excellence. Operational excellence will be built into goals, performance
Do not take or tolerate shortcuts. If the procedure is incorrect, ix it.
Giving our best. 2. Respect
Being our best.
4. Raise the bar
Pursue with passion. Always add value.
Navigdaistcinugssiounrs ajonudrdnevyelo–pm4e3nt plans – Determine who you need to work with for best results. Ask who else can add value and work together to share knowledge and understanding.
or death. An incident can All elements work together
to how we treat our environment, our relationships with each other and the communities in which we operate. They guide the important decisions we need to make,
Use a questioning attitude to surface problems
18 elements make up our Operational Excellence ManagemeSnhtoSwysitnemg we care.
“
5. Commitments matter
it’s part of how we deine success around here.
happen at the speed of
I
t
t
a
k
e
r
out-of-the-ordinary conditions and learn to anticipate
Con
or
stan
tly
ask
wh
at c
ould
go
wro
s
c
ng.
Che
o
u
age to be
ck f