Page 54 - MIC 2014 - English

EXECUTIVE COMPENSATION

Boris J. Jackman, Former Executive Vice President, Refining and Marketing

Mr. Jackman stepped down as Executive Vice President, Refining and Marketing on September 9, 2013 and retired from Suncor
effective September 30, 2013. As Executive Vice President, Refining and Marketing, Mr. Jackman led Suncor’s downstream

operations. His role included overall responsibility for operations at four refineries in Canada and the United States, as well as
industrial, commercial and retail marketing of refined products under the Petro-Canada brand. Mr. Jackman was also accountable
for the Lubricants worldwide business and assumed responsibility for Suncor’s renewable energy group in January 2012.

2013 Performance

2013 Goals
2013 Summary
................................................................................
Mr. Jackman contributed to Suncor’s operational and financial success by helping • Advance Suncor’s journey to
the company leverage its integrated business model to create value for Suncor and operational excellence, developing

its shareholders. He ensured a continued focus, allowing the R&M business unit to and prioritizing short-term objectives
achieve excellent performance in 2013. In addition, reliable operations allowed to deliver on goals, including
R&M to capture a favourable business environment that was in place during the personal and process safety

first half of 2013, achieving record financial performance in Q1 2013.
management.
................................................................................
Mr. Jackman guided the development and prioritization of objectives designed to • Improve the reliability of the business

deliver on goals, including safety performance. He ensured a continued focus on by managing elements of our
improvement in personal safety performance through a monthly review of high strategic plan to fulfill commitments
risk/high consequence events. Plants and operating areas that were experiencing on production, cost, quality and

challenges rolled out specific plans to drive improvement, which resulted in value-added products and services.
................................................................................
significant safety gains by the end of Q3 2013.
• Improve attraction, retention and
Mr. Jackman also oversaw efforts to drive reliability in R&M operations, ensuring capability metrics to meet business
performance indicators and management systems were in place to monitor needs across the organization.
performance. Monthly operating reviews were used to summarize extensive ................................................................................
• Generate and sustain industry
business performance indicators that track maintenance and reliability leading returns and actively promote
improvements. Strong reliability at all operating facilities enabled R&M’s inland
refineries to capitalize on crude price volatility and differentials, capturing Brent the direction of the business to
crude-based pricing on approximately 88% of upstream production. Solid ensure long-term success.

operating and financial results, highlighted by asset availability and utilization
rates, were also recorded from the company’s wind and ethanol businesses.
2013 Performance Highlights
................................................................................
He actively worked to attract and retain people to meet business needs, which • R&M total injury frequency rate of
included strongly promoting the business unit’s new graduate and intern 0.490 injuries per 200,000
programs. He ensured the ongoing commitment of the R&M leadership team in
man-hours worked (below target of
support of the programs, and endorsed the key projects resulting from gaps in the 0.486); high risk and high
business unit’s ten-year people plan.
consequence incidents of 44
(vs. target of 46).
Mr. Jackman led efforts in 2013 to deliver R&M net earnings and cash flow from ................................................................................
operations(1) of $2.02 billion and $2.62 billion, respectively. Suncor maintained its • Asset availability averaged 92.89%
number one ranking amongst North American refining and marketing divisions on
vs. target of 91.77%; refinery
a last in first out net earnings per barrel of crude capacity basis. He also oversaw utilization averaged 93.8% vs. target
the retail and wholesale sales and marketing programs, which delivered strong of 93.6%.
performance including earnings of $191.5 million and sales volumes up 1% over ................................................................................
• Lubricants transfer of knowledge and
2012. Through its Petro-Canada branded outlets, R&M continued to be the mid-career hire projects completed;
leading retailer in Canada as measured by market share in major urban areas.
Lubricants, meanwhile, exceeded year-to-date margin targets in its strategic, high skilled trades and operators project
value-added channels and achieved year-over-year volume growth in the scheduled for completion in Q1
2014.
commercial and industrial channel.
................................................................................
• Leveraged Suncor’s operational
By accelerating the company’s Eastern Canada strategy, Suncor successfully built excellence strategy to deliver better
and commissioned a rail off-loading facility and received delivery of the first
western Canada oil-by-rail delivery at the Montreal Refinery in December 2013.
than target earnings from operations
of $2.02 billion (vs. target of
$1.74 billion) and cash flow from
(1)
operationsof $2.62 billion
(vs. target of $2.6 billion), excluding
Renewables business.

(1) Cash flow from operations is a non-GAAP measure. See the ‘‘Advisories’’ section beginning on page 74 of this management proxy circular.

52 SUNCOR ENERGY INC. MANAGEMENT PROXY CIRCULAR 2014