Suncor Energy

We run an integrated energy business from Calgary. Our portfolio spans oil sands and refining. It also includes exploration and production. We round it out with lower-carbon intensity fuels and lower-carbon intensity power. Petro-Canada extends the brand into retail fuel, while supply and trading connects the portfolio to the market. That structure lets us move from resource development to processing and market access inside one company, instead of treating each step as a separate business.

Our oil sands and refining operations need to stay coordinated every day. We plan around reliability, quality requirements, feedstock, and transport windows so product can move through the system without unnecessary friction. The goal is steady flow, not just volume. We work to keep the chain tight from extraction through upgrading and refining to the finished products that reach market. When a large energy portfolio runs that way, the job becomes less about isolated units and more about keeping the whole chain in sync across Canadian and North American demand.

Our exploration and production work keeps the upstream side close to the same discipline. It lets us stage work, manage long-life assets, and tie field decisions to downstream demand rather than treating the upstream side as a separate island. That shows up when capital has to be placed carefully and operating choices have to support both current production and future flexibility. We can keep the field, the commercial side, and the processing side in the same conversation, which is what a broad energy company needs if it wants to stay balanced over time. That keeps capital planning, operating discipline, and market demand linked instead of pulling in different directions.

Lower-carbon intensity fuels and lower-carbon intensity power are part of that same operating mix. They give us room to respond to a market that is changing without losing the depth of a major energy business. We do not treat the lower-carbon side as a side project. It sits beside our core hydrocarbon work and shapes how we think about product mix, supply continuity, and long-term planning. That shows up when we has to keep operating while adapting to new energy expectations.

Supply and trading is where scale becomes movement. In 2024, about 91% of our supply-chain-managed spend was within Canada and 99.7% was within North America, and we worked with 5,212 vendors across Canada. Those figures point to a supply network built for procurement discipline, logistics coordination, and dependable access to the goods and services that keep refining, production, and distribution moving. That network also keeps more of the spend close to the markets we serve, which reduces unnecessary handoffs and keeps sourcing decisions closer to the operating need.

Petro-Canada extends that reach into retail fuel. It gives the portfolio a retail fuel presence that links upstream production and refining to the consumer side of we, and it keeps the brand tied to real distribution and retail demand. That creates another layer of continuity inside the same corporate structure. Fuel quality, brand presence, and market access all sit in the same conversation when we is built this way. For us, that breadth is part of the operating model, not a separate line that sits off to the side.

Health and safety sits inside the way we run we. We keep it front and center in how we approach operations and site work. We also keep Indigenous relations and community investment in view because a company with this footprint has to stay connected to the places where it operates. From Calgary, we manage a broad energy portfolio that keeps energy moving, product available, and decisions connected across the chain. That is how we keep a large business legible without stripping out the complexity that makes it work.