Page 50 - MIC 2014 - English

EXECUTIVE COMPENSATION

Mark S. Little, Executive Vice President, Upstream

Mr. Little was appointed to the position of Executive Vice President, Oil Sands in 2011. The In Situ business was added to his
portfolio in early 2012. Effective January 1, 2014, Mr. Little was named Executive Vice President, Upstream and he is now

responsible for all operated, non-operated and joint venture production, including Oil Sands, In Situ, Suncor’s share of Syncrude
production, Fort Hills and E&P. Mr. Little joined Suncor in November 2008.

2013 Performance

2013 Goals
2013 Summary
................................................................................
Mr. Little’s efforts in 2013 continued to focus on operational excellence initiatives • Improve both personal and process
and production reliability from Suncor’s Oil Sands and In Situ operations. His focus safety performance.
on operational excellence, which included an Integrated Reliability Program, is ................................................................................
• Deliver improving environmental
already starting to pay off with upgrader reliability frequently reaching over 90% performance and identify steps to
and a record year in upgrading reliability and production despite significant
planned maintenance work in the upgrading complex.
achieve future environmental goals.
................................................................................
• Progress standardization of business
Under Mr. Little’s leadership, the Oil Sands and In Situ operations set successively
higher quarterly production records in the first, third and fourth quarters of 2013. processes to drive desired behavior
and actions.
Although limited due to third-party outages and a large upgrader turnaround, ................................................................................
total average annual production in 2013 improved to approximately
• Deliver budgeted production and
360,500 bbls/d, an 11% increase over the previous record of 324,800 bbls/d set drive systemic improvement in

in 2012.
Upgrader reliability.
................................................................................
A key factor in the increased production was the successful ramp-up of the • Re-set workforce plan to ensure

Firebag complex, which has achieved over 95% of planned capacity. Low cost depth and competence for support
optimization work on the infrastructure resulted in a significant increase in the of world class regional operations.
company’s ability to ship in situ bitumen directly to market in July, leading to a ................................................................................
• Deliver budgeted cash costs and
step-change in oil sands production during the second half of the year, creating a plans for sustained operating and
solid foundation for strong production in 2014 and beyond.
capital cost structure improvements.

Significant progress was made at Oil Sands and In Situ operations in 2013 on
safety and environmental performance, with record results being achieved on
safety, high risk and consequence events, loss of containment, regulatory 2013 Performance Highlights
................................................................................

non-compliance and SO2 emissions. The company celebrated another milestone in • Improved safety performance across
its reclamation effort in 2013 with the planting of a fen (wetland) at its oil sands the region; provided leadership to
base, one of the first of its kind in the world.
progress the adoption of standard
regional industry safety rules.
Mr. Little continued to drive a cost-conscious culture and engaged with functional ................................................................................
leaders across the company to find ways to reduce costs and enhance the overall • Drove culture of operational

value of the company. Through this more disciplined approach, the segment’s excellence and advanced the
sustaining capital expenditures continued to trend down. He also set the strategic implementation of high quality
framework for the successful implementation of a new regional housing support practices across the region.
program, a new collective agreement and a clear workforce plan.
................................................................................
• Developed a comprehensive plan to
Mr. Little actively led the development of a long term strategic plan for our oil improve performance through six
sands business, which details initiatives expected to significantly improve the
debottleneck initiatives; first initiative
company’s safety, sustainability, reliability and financial performance.
resulted in a step-change in
performance and capability
Finally, Mr. Little played a key role in high profile media events and also continued in mid-2013.
to personally and frequently engage with stakeholders in the community and from ................................................................................
around the world, including active involvement in investor tours, as well as • Safely completed major planned
meetings and presentations with government, Aboriginal leaders, environmental
maintenance on cost and schedule;
groups and other non-governmental organizations.
modifications made during
maintenance have noticeably

enhanced asset performance.
................................................................................
• Upgrader achieved a new annual

utilization and production record
despite significant planned
maintenance; reliability trending up.
................................................................................
• Cash costs and sustaining capital
expenditure trending down.
................................................................................
• Actively engaged with external

stakeholders.

48 SUNCOR ENERGY INC. MANAGEMENT PROXY CIRCULAR 2014