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Major opportunities and risks
As a result of the 2009 merger with Petro-Canada, Suncor has significantly expanded its international presence, including operations in Libya and Syria. In all business decisions, we must weigh the potential economic opportunity versus the potential impacts on communities and subsequent risks to the company.
Our senior vice president exploration & production, senior vice president legal, vice president sustainability & communications are each accountable for different pieces of the many areas contained in the Global Reporting Initiative (GRI) definition of society. Executive leadership teams meet regularly to ensure such risks are managed.
Key strategies and procedures for implementation
Supporting procedures used:
Major changes to systems or structures to improve performance
In 2010, Suncor developed and introduced Operational Excellence Management System (OEMS), an enterprise-wide management system framework based on a series of management system elements. The management system structure is based on the continual improvement cycle (plan-do-check-act). Communications and stakeholder relations is one of the elements of OEMS ensuring there are policies and effective processes for working with stakeholders and identifying issues.
Training and awareness
All full-time and part-time, regular, salaried employees and independent contractors are required to complete the online Suncor Standards of Business Conduct training. (Please note that some represented employees did not participate in online training, however those employees were provided with "The Way We do Business" handbook.)
Monitoring and follow-up
Online human resources reports are generated for leaders indicating which employees are late in completing training. Leaders are required to follow up and ensure all such employees complete training.
Goals and performance
The company has a target to have 100% of identified employees complete training in 2013. Systems can and do report success toward the goal.
Key successes and shortcomings
Our safety and security policies and processes were successfully tested in Libya in early 2011 when we safely evacuated employees and contractors. Having operations in conflict-sensitive environments has made us even more aware of the need for robust human rights frameworks. A review of our policies and processes was underway before the unrest began. We were also participating in a pilot project with the UN Global Compact to test the Principles for Responsible Investment in conflict affected regions. This work has been accelerated in response to the on-going unrest resulting from the Arab Spring.
Work also continues on developing a more rigorous approach to issues management in order to identify emerging risks and develop proactive management strategies.
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