Page 10 - Suncor 360 - January 2015
P. 10
FEATURE
What’s in store in Suncor’s world this year? Our crystal ball may be a little cloudy, but we know these six big topics will dominate the news in 2015.
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JAN / FEB 2015
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1 Refocusing on our first value: Safety above all else
Fatalities in 2014 shook Suncor to the core. In more than 100 Safety Stand Down sessions across the company, employees and contractors identified the priorities that will reinforce safety. The Oil Sands & In Situ Safety Step Change task force also collected more than 2,200 pieces of feedback and formed project teams based on key themes.
Areas of focus for 2015 are:
1. Communications, including clear accountability for sharing information.
2. Incident management, including learning and prevention.
3. Leadership, supporting a safety- before-production mindset.
4. Hazard identification and pre-job planning.
5. Procedures, processes and programs that are regularly updated and easily accessible.
6. Safety meetings and toolbox talks that raise and address area-specific issues.
As president and CEO Steve Williams says, “All other discussions are irrelevant if we can’t get this piece right. We need to be honest about what’s not working and how to fix it. We must be vigilant in living our most critical value: Safety above all else.”
Proper field level risk assessments are key to better safety.
2 Emphasizing discipline
The price of crude oil fell in 2014, and some analysts expect continued volatility in the market in 2015.
To offset the drop and compete globally in a commodity-based business, discipline – both capital and operational – will be big at Suncor again this year. We must work with greater safety, reliability and environmental performance to drive costs down. And we must create value for every dollar spent.
Here’s what we mean by discipline:
• Capital discipline: This means directing capital toward projects that deliver the best possible returns, maintaining a strong balance sheet and returning cash to shareholders.
• Operational discipline: Doing the right thing, the right way, every time to support operational excellence. We do that by consistently applying these five behaviours:
