Page 52 - MIC 2014 - English

EXECUTIVE COMPENSATION

Michael R. MacSween, Executive Vice President, Major Projects

Mr. MacSween was appointed Executive Vice President, Major Projects in early 2012. Mr. MacSween leads safe and cost-effective
engineering, procurement and construction activities for Suncor’s growth projects in the upstream, downstream and renewable

energy portfolios.

2013 Performance

2013 Goals
2013 Summary
................................................................................

On October 30, 2013, Suncor, together with joint venture co-owners Total E&P • Safely and efficiently deliver and
Canada Ltd. and Teck Resources Limited, announced they would proceed with the advance a reliable suite of growth
Fort Hills oil sands mining project. The project is scheduled to produce first oil as and sustaining projects, ensuring the
early as the fourth quarter of 2017, and will incorporate the best proven effective use of capital and improved

technology to enhance production and limit environmental impact.
value creation for Suncor.
................................................................................

Turnarounds at Suncor’s Oil Sands base plant and at Firebag were completed • Simplify and integrate Suncor’s
safely, successfully and without any unplanned production loss. There were zero Project Implementation Model into
first aids or medical aids during this work.
the company’s OEMS framework,
accommodating both global and
Suncor’s Hot Bitumen Terminal (and associated pipeline to Firebag) was
commissioned in the third quarter, leading to an increase in takeaway capacity of local modes of project execution.
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bitumen and unlocked production in oil sands mining.
• Improve environmental performance
There were no lost-time injuries in Major Projects in 2013. Important leading and integrate best technologies in
new projects.
indicators of safety (quality field level hazard assessments and quality lessons ................................................................................
learned from incidents) were above target. Recordable Injury Frequency improved • Ensure sufficient people with
during the year with expectations for more improvement to come. More than competence in key positions.
three-quarters of construction waste was diverted from landfill, slightly greater ................................................................................
• Enhance Suncor’s reputation and
than planned. More than 95% of Major Projects personnel completed all
mandatory and required training.
participate in external efforts that
contribute to industry collaboration,
Suncor’s Project Implementation Model is evolving with an enhanced focus on assure workforce competence, and
up-front development work, capital effectiveness and a disciplined approach to support manpower needs.
execution that is compliant with the company’s OEMS framework.

Project teams are effectively employing engineering, procurement and construction
2013 Performance Highlights
................................................................................
firms in Alberta, across Canada, in the U.S. and Asia, making significant progress
on a broad range of projects. The company is also employing multiple contracting • The Fort Hills oil sands mining project
models to obtain the best commercial value for each individual scope of work.
was sanctioned by the joint venture
co-owners on October 30, 2013.
Mr. MacSween continues to be engaged in the community. In 2013, he was a ................................................................................
member of United Way of Calgary’s campaign cabinet. He remains on the boards • The Hot Bitumen Terminal and
associated pipeline from Firebag were
of directors of Productivity Alberta and the Canadian Welding Bureau, where he is
also vice chairman.
commissioned and are now running
reliably.
He also spoke about industry issues at the Queen’s School of Business, the ................................................................................
University of New Brunswick, and at the World Energy Congress, in Korea.
• Turnaround work (sustaining projects)
at Suncor’s Oil Sands base plant and
at Firebag was completed

successfully.
................................................................................
• Project teams are effectively using

engineering, procurement and
construction suppliers in the region,
across North America, and in the

................................................................................
Far East.

• Suncor’s Project Implementation
Model simplification work is
well-advanced and being applied to
new projects.

50 SUNCOR ENERGY INC. MANAGEMENT PROXY CIRCULAR 2014