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Labour practices

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Major labour practices, opportunities and risks


  • Assess risk to broader talent pools through growing relationshipswith labour supply associations and institutions
  • Leverage joint venture learnings and best practice sharing
  • Integrate and build upon internal talent processes to optimize talent across the enterprise
  • Leverage alternative work arrangements to increase diversity of the workforce and to better manage the rate of retirements and knowledge transfer
  • The engagement of Government and industry associations in the workforce supply challenge is high
  • Continue to partner with First Nations communities related to workforce opportunities
  • Continue to leverage our best-in-class campus recruitment program to recruit top-early talent to Suncor


  • Labour demand remains high in many industries (in particular the Alberta labour market).
  • Organized labour seeking bigger percentage wage adjustments as the market heats up.
  • Labour supply is limited in some disciplines, making it increasingly difficult to source workers locally and domestically.


Internal policies are communicated to ensure the workplace is safe and respectful. Among others, these include:

  • Standards of Business Conduct
  • Harassment and violence-free working environment
  • Health and safety
  • Journey to Zero

Operational responsibility

  • Suncor's senior vice president, Human Resources, oversees policies and programs relating to our employment practices, and reports to the chief executive officer as well as to the board of directors.
  • The corporate human resources team develops tools and provides oversight and consistency to the business units. Business unit vice presidents are directly responsible for implementation of policies and practices and are supported by human resources business advisors.

Key strategies and procedures for implementation

  • Take a long-term view of workforce supply challenges in collaboration with industry and government
  • Continue focus on the culture to support operational excellence
  • Development of a competence strategy

Major changes to systems or structures to improve performance

  • Structuring the Learning and Competence function within Human Resources has been an important early step in the progress of Suncor's strategic approach to competence.

Training and awareness

  • Suncor University continues to play an important role in the development of our employees. Design for Suncor University is rooted in Suncor's mission, vision and values.

Monitoring and follow-up

  • Employees and contractors are asked to acknowledge their compliance with our business conduct policies yearly. Online and in-person training is available.
  • A confidential integrity hotline is available for employees. An internal audit team addresses raised issues. The board is updated regularly.
  • Labour and employee relations issues are centrally governed and managed locally.

Goals and performance

  • An extensive goals alignment process occurs annually, and progress is reviewed at mid-year. This process creates a clear line of sight for employees and connects them to the operational excellence model. The goals translation process is also closely linked and aligned to the pay for performance programs.
  • A focused drive on high-quality employee development plans remains an important focus area.

Key successes and shortcomings

  • Integrating Learning and Competence into the Human Resources function is a significant achievement in pursuit of building enterprise capability
  • Operational excellence continues to play an important role in our culture
  • Changes to growth plans and some asset divestiture has required a focus on talent redeployment
  • Ensured the evolution and integration of the new Suncor culture to support our business strategy
  • Robust strategies are still required to continue to address challenging hard-to-fill talent segments