EXHIBIT 99.1

Notice of Meeting, Invitation to Shareholders and Management Proxy Circular, dated March 1, 2018

MANAGEMENT     PROXY     CIRCULAR      Notice of 2018 Annual General Meeting        To be held on May 2, 2018         Suncor Energy Inc.
		​

NOTICE OF ANNUAL GENERAL MEETING OF
SHAREHOLDERS OF SUNCOR ENERGY INC.

The annual general meeting of shareholders of Suncor Energy Inc. (the "Corporation") will be held on May 2, 2018, in the Telus Convention Centre, 120 Ninth Avenue S.E., Calgary, Alberta, at 10:30 a.m. Mountain Daylight Time ("MDT").

The meeting will have the following purposes:

•

to receive the consolidated financial statements of the Corporation for the year ended December 31, 2017 together with the auditors' report thereon;

•

to elect directors of the Corporation to hold office until the close of the next annual meeting;

•

to appoint auditors of the Corporation to hold office until the close of the next annual meeting;

•

to consider and, if deemed fit, approve an advisory resolution on the Corporation's approach to executive compensation; and

•

to transact such other business as may properly be brought before the meeting or any continuation of the meeting after an adjournment or postponement.

The accompanying management proxy circular provides detailed information relating to the matters to be dealt with at the meeting and forms part of this notice.

Shareholders are encouraged to express their vote in advance by completing the form of proxy or voting instruction form provided to them. Detailed instructions on how to complete and return proxies are provided on pages 3 to 5 of the accompanying management proxy circular. To be effective, the completed form of proxy must be received by our transfer agent and registrar, Computershare Trust Company of Canada, Proxy Department, 135 West Beaver Creek, P.O. Box 300, Richmond Hill, Ontario, L4B 4R5, at any time prior to 10:30 a.m. MDT on April 30, 2018 or, in the case of any adjournment or postponement of the meeting, not less than 48 hours (excluding Saturdays, Sundays and holidays) before the time of the adjourned or postponed meeting.

Shareholders may also vote their shares by telephone or through the internet using the procedures described in the form of proxy or voting instruction form.

Shareholders registered at the close of business on March 7, 2018 will be entitled to receive notice of and vote at the meeting.

By order of the Board of Directors of Suncor Energy Inc.

Janice B. Odegaard
Senior Vice President, General Counsel and Corporate Secretary
March 1, 2018

Calgary, Alberta

INVITATION TO SHAREHOLDERS

Dear Shareholder:

On behalf of the board of directors (the "Board"), management and employees of Suncor Energy Inc. (the "Corporation"), we invite you to attend our annual general meeting of shareholders on May 2, 2018, to be held in the Telus Convention Centre, 120 Ninth Avenue S.E., Calgary, Alberta, at 10:30 a.m. Mountain Daylight Time.

The items of business to be considered at this meeting are described in the Notice of Annual General Meeting of Shareholders of Suncor Energy Inc. and accompanying management proxy circular. The contents of this management proxy circular have been approved by the Board.

Your participation at this meeting is very important to us. We encourage you to vote by following the instructions in the form of proxy or voting instruction form provided to you. Following the formal portion of the meeting, management will review the Corporation's operational and financial performance during 2017 and provide an outlook on priorities for 2018 and beyond. You will also have an opportunity to ask questions and to meet the directors and executives.

Many of our public documents, including our 2017 Annual Report, are available in the Investor Centre on our website located at www.suncor.com. We encourage you to visit our website during the year for information about the Corporation, including news releases and investor presentations. To ensure you receive all the latest news on the Corporation, including the speeches of senior executives, you can use the 'Email Alerts' subscribe feature on the Corporation's website. Additional information relating to the Corporation is available on SEDAR at www.sedar.com.

We look forward to seeing you at the meeting.

Yours sincerely,

Michael M. Wilson Chair of the Board		Steven W. Williams President and Chief Executive Officer

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   1

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ABOUT THIS MANAGEMENT PROXY CIRCULAR

You are invited to attend the annual general meeting of shareholders of Suncor Energy Inc. to be held in the Telus Convention Centre, 120 Ninth Avenue S.E., Calgary, Alberta, on May 2, 2018, at 10:30 a.m. Mountain Daylight Time ("MDT") for the purposes indicated in the Notice of Annual General Meeting.

Suncor's management proxy circular includes important information regarding the matters to be acted upon at the annual general meeting, and our compensation practices for and compensation of the board of directors of Suncor (the "Board" or "Board of Directors") and Suncor's Named Executive Officers (as defined on page 22) for the year ended December 31, 2017.

This management proxy circular is dated March 1, 2018, and all information contained in this management proxy circular is given as of such date, unless stated otherwise.

In this management proxy circular, references to "Suncor", the "Corporation", the "company", "our" or "we" mean Suncor Energy Inc., its subsidiaries, partnerships and joint arrangements, unless the context otherwise requires.

2   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

VOTING AND PROXIES: QUESTIONS AND ANSWERS

This management proxy circular is furnished in connection with the solicitation by or on behalf of management of Suncor of proxies to be used at the annual general meeting of shareholders of Suncor. It is expected that solicitation will be primarily by mail, but proxies may also be solicited personally, by telephone or facsimile or other similar means by Suncor employees or agents. Custodians and fiduciaries will be supplied with proxy materials to forward to beneficial owners of Suncor common shares and normal handling charges will be paid for such forwarding services.

Your vote is very important to us. We encourage you to exercise your vote to ensure your shares are represented .

To be valid, proxy forms must be dated, completed, signed and deposited with our transfer agent, Computershare Trust Company of Canada ("Computershare"): (i) by mail using the enclosed return envelope or one addressed to Computershare Trust Company of Canada, Proxy Department, 135 West Beaver Creek, P.O. Box 300, Richmond Hill, Ontario, L4B 4R5; (ii) by hand delivery to Computershare, 8 ^th  Floor, 100 University Avenue, Toronto, Ontario, M5J 2Y1; or (iii) by facsimile to (416) 263-9524 or 1-866-249-7775. Additionally, you may vote by using the internet at www.investorvote.com or by calling 1-866-732-VOTE (8683). Your proxy instructions must be received in each case no later than 10:30 a.m. MDT on April 30, 2018 or, in the case of any adjournment or postponement of the meeting, not less than 48 hours (excluding Saturdays, Sundays and holidays) before the time of the adjourned or postponed meeting. The time limit for deposit of proxies may be waived or extended by the chair of the meeting at his or her discretion, without notice. Please read the following for commonly asked questions and answers regarding voting and proxies.

Q.  Am I entitled to vote?

A.   You are entitled to vote if you are a holder of Suncor common shares as of the close of business on March 7, 2018, the record date for the meeting. Subject to certain restrictions required by the Petro-Canada Public Participation Act (as described in the AIF under the heading "Description of Capital Structure – Petro-Canada Public Participation Act") which section is incorporated by reference herein, each Suncor common share is entitled to one vote. A simple majority of votes (50% plus one vote) cast at the meeting in person or by proxy is required to approve all matters to be considered at the meeting. The list of registered shareholders maintained by Suncor will be available for inspection after March 7, 2018, during usual business hours at the offices of Computershare, 600, 530 – 8 ^th  Avenue S.W., Calgary, Alberta, T2P 3S8 and will be available at the meeting.

Q.  What am I voting on?

A.   You will be voting on:

•

the election of directors of the Corporation until the close of the next annual meeting;

•

the re-appointment of PricewaterhouseCoopers LLP as auditors of the Corporation until the close of the next annual meeting; and

•

the advisory resolution on the Corporation's approach to executive compensation disclosed in this management proxy circular.

Q.  What if amendments are made to these matters or if other matters are brought before the meeting?

A.   If you attend the meeting in person and are eligible to vote, you may vote on such matters as you choose. If you have completed and returned a proxy, the common shares represented by proxy will be voted or withheld from voting in accordance with your instructions on any ballot that may be called for and, if you specify a choice with respect to any matter to be acted upon, the common shares will be voted accordingly. The persons named in the proxy form will have discretionary authority with respect to amendments or variations to matters identified in the Notice of Annual General Meeting and to other matters that may properly come before the meeting. As of the date of this management proxy circular, our management knows of no such amendment, variation or other matter expected to come before the meeting. If any other matters properly come before the meeting, the management nominees named in the proxy form will vote on them in accordance with their best judgment.

Q.  Who is soliciting my proxy?

A.   The management of Suncor is soliciting your proxy. Solicitation of proxies will be done primarily by mail, supplemented by telephone or other contact, by our employees or our proxy solicitation agent, Kingsdale Advisors who we have retained at a cost of $60,000 for their advisory services and will reimburse them for any related expenses. Any other costs related to the solicitation are paid by Suncor.

Q.  How can I vote?

A.   If you are eligible to vote and your shares are registered in your name, you can vote your shares in person at the meeting or by completing your proxy form through any of the methods described above.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   3

If your shares are not registered in your name but are held by a nominee, please see below.

Q.  How can a non-registered shareholder vote?

A.   If your shares are not registered in your name, but are held in the name of a nominee (usually a bank, trust company, securities broker or other financial institution), your nominee is required to seek your instructions as to how to vote your shares. Your nominee should have provided you with a package of information respecting the meeting, including either a proxy or a voting form. Carefully follow the instructions accompanying the proxy or voting form.

Q.  How can a non-registered shareholder vote in person at the meeting?

A.   Suncor does not have access to all the names of its non-registered shareholders. Therefore, if you are a non-registered shareholder and attend the meeting, we will have no record of your shareholdings or of your entitlement to vote unless your nominee has appointed you as a proxyholder. If you wish to vote in person at the meeting, insert your name in the space provided on the proxy form or voting form sent to you by your nominee. In doing so you are instructing your nominee to appoint you as a proxyholder. Complete the form by following the return instructions provided by your nominee. You should report to a representative of Computershare upon arrival at the meeting.

Q.  Who votes my shares and how will they be voted if I return a proxy?

A.   By properly completing and returning a proxy, you are authorizing the person named in the proxy to attend the meeting and vote your shares. You can use the proxy form provided to you, or any other proper form of proxy, to appoint your proxyholder.

The shares represented by your proxy must be voted or withheld from voting according to your instructions in the proxy. If you properly complete and return your proxy but do not specify how you wish the votes cast, your shares will be voted or withheld from voting as your proxyholder sees fit. Unless contrary instructions are provided, shares represented by proxies received by management will be voted:

•

FOR the election of the director nominees set out in this management proxy circular;

•

FOR the re-appointment of PricewaterhouseCoopers LLP as auditors; and

•

FOR the approach to executive compensation disclosed in this management proxy circular.

Q.  Can I appoint someone other than the individuals named in the proxy form to vote my shares?

A.   Yes you have the right to appoint the person or company of your choice, who does not need to be a shareholder, to attend and act on your behalf at the meeting. If you wish to appoint a person other than the names that appear, then strike out those printed names appearing on the proxy form or voting instruction form and insert the name of your chosen proxyholder in the space provided.

NOTE: It is important to ensure that any other person you appoint is attending the meeting and is aware that his or her appointment to vote your shares has been made. Proxyholders should, upon arrival at the meeting, present themselves to a representative of Computershare.

Q.  What if my shares are registered in more than one name or in the name of my company?

A.   If the shares are registered in more than one name, all those registered must sign the form of proxy. If the shares are registered in the name of your company or any name other than yours, you may be required to provide documentation that proves you are authorized to sign the proxy form.

Q.  Can I revoke a proxy or voting instruction?

A.   If you are a registered shareholder and have returned a proxy, you may revoke it by:

1.

completing and signing a proxy bearing a later date, and delivering it to Computershare; or

2.

delivering a written statement, signed by you or your authorized attorney to:

(a)

the Corporate Secretary of Suncor Energy Inc. at P.O. Box 2844, 150 – 6 ^th  Avenue S.W., Calgary, Alberta, T2P 3E3 at any time up to and including the last business day prior to the meeting, or the business day preceding the day to which the meeting is adjourned or postponed; or

(b)

the chair of the meeting prior to the start of the meeting.

If you are a non-registered shareholder, contact your nominee.

Q.  Is my vote confidential?

A.   Your proxy vote is confidential. Proxies are received, counted and tabulated by our transfer agent, Computershare. Computershare does not disclose the results of individual shareholder votes unless: they contain a written comment clearly intended for management; in the event of a proxy contest or proxy validation issue; or if necessary to meet legal requirements.

4   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

Q.  How many common shares are outstanding?

A.   As of February 23, 2018, there were 1,638,763,109 common shares outstanding. We have no other class or series of voting shares outstanding.

As of February 23, 2018, there was no person or company who, to the knowledge of our directors and executive officers, beneficially owned, or controlled or directed, directly or indirectly, common shares carrying 10% or more of the voting rights attached to all outstanding common shares.

Q.  How will meeting materials be delivered?

A.   We are using notice and access to deliver this management proxy circular to both our registered and non-registered shareholders. This means that Suncor will post the management proxy circular online for our shareholders to access electronically. You will receive a package in the mail with a notice (the "Notice") outlining the matters to be addressed at the meeting and explaining how to access and review the circular electronically, and how to request a paper copy at no charge. You will also receive a form of proxy or a voting instruction form in the mail so you can vote your shares. All applicable meeting related materials will be indirectly forwarded to non-registered shareholders at Suncor's expense.

Notice and access is an environmentally friendly and cost effective way to distribute the management proxy circular because it reduces printing, paper and postage.

Q.  How can I request a paper copy of the management proxy circular?

A.   Both registered and non-registered shareholders can request a paper copy of the management proxy circular for up to one year from the date it is filed on SEDAR (www.sedar.com). The management proxy circular will be sent to you at no charge. If you would like to receive a paper copy of the management proxy circular, please follow the instructions provided in the Notice. If you request a paper copy of the management proxy circular, you will not receive a new form of proxy or voting instruction form, so you should keep the original form sent to you in order to vote.

Suncor will provide paper copies of the management proxy circular to shareholders who have standing instructions to receive, or for whom Suncor has otherwise received a request to provide, paper copies of materials.

If you have any questions about notice and access, you can call our Investor Relations line at 1-800-558-9071.

Q.  What is electronic delivery?

A.   Electronic delivery is voluntary e-mail notification sent to shareholders when documents such as our annual report, quarterly reports and this management proxy circular are available on our website. If you wish, you may elect to be notified by e-mail when documentation is posted on our website. Electronic delivery will save paper, reduce our impact on the environment and reduce costs.

Q.  How can I ask for electronic delivery?

A.   If you are a registered shareholder, go to the Investor Communication website at www.InvestorDelivery.com and follow the instructions on the screen.

You will need your Control Number and your PIN number (you will find them on the proxy form provided in your package).

Non-registered holders can sign up for mailings (not proxy materials) through www.computershare.com/mailinglist.

Q.  What if I have other questions?

A.   If you have a question regarding the meeting, please contact Computershare at 1-877-982-8760 or visit www.computershare.com.

Webcast of Meeting

The meeting may also be viewed via webcast on www.suncor.com starting at 10:30 a.m. MDT on May 2, 2018. Shareholders may view the meeting and ask questions online, but will not be able to vote via the webcast.

Shareholder Proposals

Eligible shareholders should direct any proposals they plan to present at the 2019 annual meeting to our Corporate Secretary. To be included in our 2019 management proxy circular, the proposal must be received at Suncor Energy Inc. at P.O. Box 2844,
150 – 6 ^th  Avenue S.W., Calgary, Alberta, Canada T2P 3E3 by December 3, 2018.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   5

BUSINESS OF THE MEETING

Financial Statements

The audited consolidated financial statements for the year ended December 31, 2017 and the report of the auditors thereon will be placed before the meeting. These audited consolidated financial statements form part of our 2017 Annual Report. Copies of the 2017 Annual Report may be obtained from the Corporate Secretary upon request and will be available at the meeting. The full text of the 2017 Annual Report is available on Suncor's website at www.suncor.com and has been filed with the Canadian securities regulatory authorities and the U.S. Securities and Exchange Commission.

Election of Directors

Number of Directors.   Suncor's articles stipulate there shall be not more than 15 nor fewer than eight directors. The Board is currently composed of eleven non-employee directors, including Michael M. Wilson, our Board chair, and one member of management, Steven W. Williams, our President and Chief Executive Officer ("CEO").

After over 27 years with Suncor, including the past 16 years of service as a director of Suncor, Michael W. O'Brien will be retiring from the Board this year and will not stand for re-election. Mr. O'Brien was appointed to the Board in 2002 and previously held a number of senior management positions at Suncor, including executive vice president, corporate development and chief financial officer. Suncor has benefitted greatly from Mr. O'Brien's unwavering commitment, sound business judgment and industry experience as well as his focus on good governance and sustainability. Mr. O'Brien brought a strong spirit of collaboration, business acumen and integrity to Board discussions and the Board and management would like to thank Mr. O'Brien for his significant contributions to the company. Mr. O'Brien's retirement will take effect at the conclusion of the annual general meeting.

In addition, John R. Huff, after over 20 years of service to Suncor, will be retiring from the Board and will not stand for re-election. Mr. Huff has provided a significant contribution to Suncor's success through his exceptional commitment, industry experience and sound business judgement. The Board and management would like to thank Mr. Huff for his service to Suncor and its shareholders. Mr. Huff's retirement will take effect at the conclusion of the annual general meeting.

In accordance with our by-laws, the Board has determined that ten directors will be elected at the meeting. Following the annual general meeting, and assuming that all proposed nominees for director are elected as contemplated in this management proxy circular, the Board will be composed of nine non-employee directors and Mr. Williams. The term of office of each director is from the date of the meeting at which he or she is elected or appointed until the next annual meeting of shareholders or until a successor is elected or appointed.

Unless authority to do so is withheld, the persons named in the form of proxy intend to vote FOR the election of the nominees whose names appear on pages 7 to 11. Management does not expect that any of the nominees will be unable to serve as a director but, if that should occur for any reason prior to the meeting, the persons named in the form of proxy reserve the right to vote for another nominee at their discretion unless the proxy specifies the common shares are to be withheld from voting in the election of directors.

Majority Voting for Directors.   The Board has adopted a policy that requires that any nominee for director who receives a greater number of votes "withheld" than votes "for" his or her election as a director shall submit his or her resignation to the Governance Committee of the Board for consideration promptly following the meeting. This policy applies only to uncontested elections, meaning elections where the number of nominees for directors is equal to the number of directors to be elected. The Governance Committee shall consider the resignation and shall provide a recommendation to the Board. The Board will consider the recommendation of the Governance Committee and determine whether to accept it within 90 days of the applicable meeting. Absent exceptional circumstances, the Board shall accept the resignation which will be effective upon such acceptance. A news release will be issued promptly by Suncor announcing the Board's determination, including, if applicable, the reasons for rejecting the resignation. A director who tenders his or her resignation will not participate in any meetings to consider whether the resignation shall be accepted.

Shareholders should note that, as a result of the majority voting policy, a "withhold" vote is effectively the same as a vote against a director nominee in an uncontested election.

6   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

The Persons Nominated for Election as Directors Are:

Patricia M. Bedient
64
Sammamish, Washington, USA
Director from February 24, 2016 to present (6)
Independent

Patricia Bedient retired as executive vice president of Weyerhaeuser Company ("Weyerhaeuser"), one of the world's largest integrated forest products companies, effective July 1, 2016. From 2007 until February 2016, she also served as chief financial officer. Prior thereto she held a variety of leadership roles in finance and strategic planning at Weyerhaeuser after joining the company in 2003. Before joining Weyerhaeuser, she spent 27 years with Arthur Andersen LLP and ultimately served as the managing partner for its Seattle office and partner in charge of the firm's forest products practice. Ms. Bedient serves on the board of directors of Alaska Air Group and Park Hotels & Resorts Inc. and also serves on the Overlake Hospital Medical Center board of trustees, the Oregon State University board of trustees, and the University of Washington Foster School of Business advisory board. She achieved national recognition in 2012 when the Wall Street Journal named her one of the Top 25 CFOs in the United States. She is a member of the American Institute of CPAs and the Washington Society of CPAs. Ms. Bedient received her bachelor's degree in business administration, with concentrations in finance and accounting, from Oregon State University in 1975.

Mel E. Benson
69
Calgary, Alberta, Canada
Director from April 19, 2000 to present
Independent

Mel Benson is president of Mel E. Benson Management Services Inc., an international consulting firm working in various countries with a focus on First Nations/corporate negotiations. Mr. Benson retired from Exxon International and Imperial Oil Canada in 2000 after a long career as an operations manager and senior member of project management. While based in Houston, Texas, Mr. Benson worked on international projects based in Africa and the former Soviet Union. Mr. Benson is a member of Beaver Lake Cree Nation, located in northeast Alberta. In 2015, Mr. Benson was inducted into the Aboriginal Business Hall of Fame and received the lifetime achievement award.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   7

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Jacynthe Côté
59
Candiac, Québec, Canada
Director from February 3, 2015 to present
Independent

Suncor Board and Board Committees		Meeting Attendance
Board of Directors		8 of 8		100%
Audit		6 of 6		100%
Environment, Health, Safety and Sustainable Development		4 of 4		100%

Annual General Meeting Voting Results

Other Public Company Boards

Year

Votes in Favour

Finning International Inc.

2017

99.29%

Royal Bank of Canada

2016

99.60%

TransContinental Inc.

Common Shares and Share Units Held as at December 31
						Total Common		Total Value of Common		Share Ownership Target (5)
Fiscal Year		Common Shares (2)		DSUs (3)		Shares and DSUs		Shares and DSUs ($) (4)		Meets Target		Current Status
2017		2 000		31 374		33 374		1 540 210		Yes		1.9x
2016		Nil		23 202		23 202		1 018 568
2015		Nil		14 210		14 210		507 581

Jacynthe Côté was president and chief executive officer of Rio Tinto Alcan, a metals and mining company, from February 2009 until June 2014 and she continued to serve in an advisory role until her retirement on September 1, 2014. Prior to 2009, she served as president and chief executive officer of Rio Tinto Alcan's Primary Metal business group, following Rio Tinto's acquisition of Alcan Inc. in October 2007. Ms. Côté joined Alcan Inc. in 1988 and she served in a variety of progressively senior leadership roles during her career, including positions in human resources, environment, health and safety, business planning and development and production/managerial positions in Québec and England. Ms. Côté is a director of Finning International Inc., the Royal Bank of Canada and TransContinental Inc. She also serves as a member of the advisory board of the Montreal Neurological Institute and of the board of directors of CHU Sainte-Justine Foundation. Ms. Côté has a bachelor's degree in chemistry from Laval University.

Dominic D'Alessandro
71
Toronto, Ontario, Canada
Director from November 12, 2009 to present
Independent

Suncor Board and Board Committees		Meeting Attendance
Board of Directors		8 of 8		100%
Audit		6 of 6		100%
Governance (Chair)		5 of 5		100%

Annual General Meeting Voting Results								Other Public Company Boards
Year		Votes in Favour								CGI Group Inc.
2017		99.42%
2016		99.58%

Common Shares and Share Units Held as at December 31
						Total Common		Total Value of Common		Share Ownership Target (5)
Fiscal Year		Common Shares (2)		DSUs (3)		Shares and DSUs		Shares and DSUs ($) (4)		Meets Target		Current Status
2017		40 000		81 692		121 692		5 616 086		Yes		7.0x
2016		10 000		71 872		81 872		3 594 181
2015		10 000		61 167		71 167		2 542 085

Dominic D'Alessandro was president and chief executive officer of Manulife Financial Corporation from 1994 to 2009 and is currently a director of CGI Group Inc. For his many business accomplishments, Mr. D'Alessandro was recognized as Canada's Most Respected CEO in 2004 and CEO of the Year in 2002, and was inducted into the Insurance Hall of Fame in 2008. Mr. D'Alessandro is an Officer of the Order of Canada and has been appointed as a Commendatore of the Order of the Star of Italy. In 2009, he received the Woodrow Wilson Award for Corporate Citizenship and, in 2005, was granted the Horatio Alger Award for community leadership. Mr. D'Alessandro is a FCA, and holds a bachelor's degree in science from Concordia University in Montreal. He has also been awarded honorary doctorates from York University, the University of Ottawa, Ryerson University and Concordia University.

8   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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John D. Gass
65
Palm Coast, Florida, USA
Director from February 3, 2014 to present
Independent

Suncor Board and Board Committees		Meeting Attendance
Board of Directors		8 of 8		100%
Governance		5 of 5		100%
Human Resources and Compensation (Chair)		5 of 5		100%

Annual General Meeting Voting Results								Other Public Company Boards
Year		Votes in Favour								Southwestern Energy Co.
2017		99.17%						Weatherford International plc
2016		98.08%

Common Shares and Share Units Held as at December 31
						Total Common		Total Value of Common		Share Ownership Target (5)
Fiscal Year		Common Shares (2)		DSUs (3)		Shares and DSUs		Shares and DSUs ($) (4)		Meets Target		Current Status
2017		6 698		35 809		42 507		1 961 698		Yes		2.5x
2016		6 698		28 483		35 181		1 544 446
2015		6 698		20 500		27 198		971 513

John Gass is former vice president, Chevron Corporation, a major integrated oil and gas company, and former president, Chevron Gas and Midstream, positions he held from 2003 until his retirement in 2012. He has extensive international experience, having served in a diverse series of operational positions in the oil and gas industry with increasing responsibility throughout his career. Mr. Gass serves as a director of Southwestern Energy Co. and Weatherford International plc. He is also on the board of visitors for the Vanderbilt School of Engineering and is a member of the advisory board for the Vanderbilt Eye Institute. Mr. Gass graduated from Vanderbilt University in Nashville, Tennessee, with a bachelor's degree in civil engineering. He also holds a master's degree in civil engineering from Tulane University in New Orleans, Louisiana. A resident of Florida, he is a member of the American Society of Civil Engineers and the Society of Petroleum Engineers.

Dennis M. Houston
66
Spring, Texas, USA
Director from January 1, 2018 to present (6)
Independent

Annual General Meeting Voting Results

Other Public Company Boards

Year

Votes in Favour

GasLog Ltd.

2017

N/A

Common Shares and Share Units Held as at December 31

Total Common

Total Value of Common

Share Ownership Target (5)

Fiscal Year

Common Shares (2)

DSUs (3)

Shares and DSUs

Shares and DSUs ($) (4)

Meets Target

Current Status

2017

5 600

N/A

5 600

258 440

N/A

N/A

Dennis Houston served as executive vice president of ExxonMobil Refining and Supply Company, Chairman and President of ExxonMobil Sales & Supply LLC and Chairman of Standard Tankers Bahamas Limited until his retirement in 2010. Prior to that, Mr. Houston held a variety of leadership and engineering roles in the midstream and downstream businesses in the ExxonMobil organization. Mr. Houston has approximately 40 years' experience in the oil and gas industry, including over 35 years with ExxonMobil and its related companies. Mr. Houston serves on the board of directors of Argus Media Limited and GasLog Ltd. Mr. Houston holds a bachelor's degree in chemical engineering from the University of Illinois and an Honorary Doctorate of Public Administration Degree from Massachusetts Maritime Academy. Mr. Houston has served on a variety of advisory councils, including an appointment by President George H.W. Bush to the National Infrastructure Advisory Council, the Chemical Sciences Leadership Council at the University of Illinois and the Advisory Council – Center for Energy, Marine Transportation & Public Policy at Columbia University. Mr. Houston also serves on the Alexander S. Onassis Public Benefit Foundation Board, is Honorary Consul to the Texas Region for the Principality of Liechtenstein and a board member for the American Bureau of Shipping Group of Companies.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   9

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Maureen McCaw
63
Edmonton, Alberta, Canada
Director from April 27, 2004 to present (8)
Independent

Suncor Board and Board Committees		Meeting Attendance
Board of Directors		8 of 8		100%
Audit		6 of 6		100%
Governance		5 of 5		100%

Annual General Meeting Voting Results								Other Public Company Boards
Year		Votes in Favour								None
2017		98.27%
2016		99.21%

Common Shares and Share Units Held as at December 31
						Total Common		Total Value of Common		Share Ownership Target (5)
Fiscal Year		Common Shares (2)		DSUs (3)		Shares and DSUs		Shares and DSUs ($) (4)		Meets Target		Current Status
2017		5 936		82 916		88 852		4 100 520		Yes		5.1x
2016		5 774		74 245		80 019		3 512 834
2015		5 574		64 898		70 472		2 517 260

Maureen McCaw was most recently executive vice-president of Leger Marketing, Canada's largest privately held market research firm and formerly president of Criterion Research, a company she founded in 1986. Ms. McCaw is chair of the CBC Pension Fund Plan board of trustees and is a director of the Canadian Broadcasting Corporation and Francis Winspear / Edmonton Symphony. She also serves on a number of other boards and advisory committees, including as co-chair of Women United (Edmonton). Ms. McCaw is past chair of the Edmonton International Airport and the Edmonton Chamber of Commerce. Ms. McCaw completed Columbia Business School's executive program in financial accounting and has an ICD.D.

Eira M. Thomas
49
West Vancouver, British Columbia, Canada
Director from April 27, 2006 to present
Independent

Suncor Board and Board Committees		Meeting Attendance
Board of Directors		8 of 8		100%
Environment, Health, Safety and Sustainable Development (Chair)		4 of 4		100%
Human Resources and Compensation		5 of 5		100%

Annual General Meeting Voting Results								Other Public Company Boards
Year		Votes in Favour								Lucara Diamond Corp.
2017		98.81%
2016		95.16%

Common Shares and Share Units Held as at December 31
						Total Common		Total Value of Common		Share Ownership Target (5)
Fiscal Year		Common Shares (2)		DSUs (3)		Shares and DSUs		Shares and DSUs ($) (4)(7)		Meets Target		Current Status
2017		4 000		85 936		89 936		4 150 546		Yes		5.2x
2016		4 000		77 144		81 144		3 562 222
2015		4 000		67 756		71 756		2 563 124

Eira Thomas is a Canadian geologist with over 20 years of experience in the Canadian diamond business. She is currently the chief executive officer and a director of Lucara Diamond Corp., a publically-traded diamond producing company. Previous roles include serving as chief executive officer and director of Kaminak Gold Corporation, vice president of Aber Resources, now Dominion Diamond Corp., and as founder and CEO of Stornoway Diamond Corp.

10   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Steven W. Williams
62
Calgary, Alberta, Canada
Director from December 1, 2011 to present
Non-independent, Management

Suncor Board and Board Committees		Meeting Attendance
Board of Directors		8 of 8		100%

Annual General Meeting Voting Results								Other Public Company Boards
Year		Votes in Favour								Alcoa Corporation
2017		99.49%
2016		99.74%

Common Shares and Share Units Held as at December 31
						Total Common		Total Value of Common		Share Ownership Target (5)
Fiscal Year		Common Shares (2)		DSUs (3)		Shares and DSUs		Shares and DSUs ($) (4)(7)		Meets Target		Current Status
2017		411 666		45 336		457 002		21 090 645		Yes		2.5x
2016		404 810		43 957		448 767		19 700 873
2015		398 249		42 605		440 854		15 747 302

Steve Williams is president and chief executive officer of Suncor Energy Inc. His career with Suncor began in May 2002 when he joined the company as executive vice president, Corporate Development and chief financial officer. He has also served as executive vice president, Oil Sands and chief operating officer. Mr. Williams has more than 40 years of international energy industry experience, including 18 years at Esso/Exxon. Mr. Williams holds a bachelor's degree (Hons.) in chemical engineering from Exeter University and is a fellow of the Institution of Chemical Engineers. He is a graduate of the business economics program at Oxford University as well as the advanced management program at Harvard Business School. In 2016, he was named to the Board of Directors of the new Alcoa Corporation. Mr. Williams is a Board member of the Business Council of Canada and is a member of the Institute of Corporate Directors and the National Association of Corporate Directors. He is an active supporter of not-for-profit organizations. Mr. Williams has long been an advocate for sustainable development in the energy industry and is a leader in conversations that connect the environment and economy. In 2005 he was appointed to the National Roundtable on the Environment and the Economy by the Prime Minister of Canada. He has also been a member of the advisory board of Canada's Ecofiscal Commission since its inception. He is one of 12 founding CEOs of Canada's Oil Sands Innovation Alliance ("COSIA") and he was invited to attend the 2015 United Nations Climate Change Conference (COP21) in Paris, France as an official member of the Government of Canada delegation.

Michael M. Wilson
66
Bragg Creek, Alberta, Canada
Director from February 3, 2014 to present
Independent

Suncor Board and Board Committees (1)		Meeting Attendance
Board of Directors (Chair)		8 of 8		100%
Governance		3 of 3		100%
Human Resources and Compensation		3 of 3		100%

Annual General Meeting Voting Results								Other Public Company Boards
Year		Votes in Favour								Air Canada
2017		97.94%						Celestica Inc.
2016		99.48%

Common Shares and Share Units Held as at December 31
						Total Common		Total Value of Common		Share Ownership Target (5)
Fiscal Year		Common Shares (2)		DSUs (3)		Shares and DSUs		Shares and DSUs ($) (4)		Meets Target		Current Status
2017		10 000		43 698		53 698		2 478 163		Yes		1.8x
2016		10 000		31 717		41 717		1 831 376
2015		10 000		22 587		32 587		1 164 008

Michael Wilson is former president and chief executive officer of Agrium Inc., a retail supplier of agricultural products and services and a wholesale producer and marketer of agricultural nutrients, a position he held from 2003 until his retirement in 2013. Prior thereto, he served as executive vice president and chief operating officer. Mr. Wilson has significant experience in the petrochemical industry, serving as president of Methanex Corporation, and holding various positions with increasing responsibility in North America and Asia with Dow Chemical Company. Mr. Wilson has a bachelor's degree in chemical engineering from the University of Waterloo and currently serves on the boards of Air Canada and Celestica Inc.

(1)

In April 2017, Mr. Wilson stepped down as a member of the Human Resources and Compensation Committee ("HR&CC") and Governance Committee and became Chair of the Board. Ms. Bedient became Chair of the Audit Committee in April 2017.

(2)

Reflects the number of Suncor common shares, excluding fractional amounts, beneficially owned, or controlled or directed, directly or indirectly, by the director as at December 31 of the year reported. Subsequent to December 31, 2017, Mr. Williams acquired 590 common shares through Suncor's

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   11

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employee savings plan and Mr. D'Alessandro acquired an additional 30,000 common shares. As at February 23, 2018, there had been no other changes to the share ownership of the directors from December 31, 2017.

(3)

Reflects deferred share units ("DSUs") granted to the directors. DSUs are not voting securities and exclude fractional amounts. DSUs were granted pursuant to the Suncor Deferred Share Unit Plan (the "DSU Plan") and the closed Petro-Canada Deferred Stock Unit Plan (Non-Employee Directors of Petro-Canada) (the "PCCDSU Plan"). See "Board of Directors Compensation – Equity Based Compensation" and "Summary of Incentive Plans – Closed Plans".

(4)

Reflects the number of Suncor common shares and DSUs held by the director multiplied by the closing price on the Toronto Stock Exchange (the "TSX") of a Suncor common share on the final trading day of the year reported (December 29, 2017 ($46.15), December 30, 2016 ($43.90) and December 31, 2015 ($35.72)).

(5)

Current status reflects the multiple of the share ownership target met by the director as at December 31, 2017. See "Board of Directors Compensation – Structure – Building Equity Ownership" for non-employee directors and "Compensation Discussion and Analysis – Our Approach to Executive Compensation – Executive Share Ownership Guidelines" for Mr. Williams. Mr. Houston has five years from the date he joined the Board on January 1, 2018 to attain the required share ownership level.

(6)

Mr. Houston was appointed to the Board effective January 1, 2018. Accordingly, information as to 2017 Board and committee meeting attendance, prior annual general meeting voting results, DSU holdings as at December 31, 2017 and share ownership target as at December 31, 2017 is not applicable to him. Ms. Bedient was appointed to the Board effective February 24, 2016. Accordingly, information as to DSU holdings as at December 31, 2015 is not applicable to her.

(7)

Mr. Benson and Ms. Thomas also held stock options as at December 31, 2017 as set forth in Schedule A. All such stock options were granted prior to December 31, 2008, as Suncor discontinued grants effective January 1, 2009 for non-employee directors. Mr. Williams also holds stock options that were granted to him in his capacity as an executive officer of Suncor, as set forth in Schedule B.

(8)

Ms. McCaw served on the Petro-Canada Board of Directors from April 27, 2004 until Petro-Canada's amalgamation with Suncor.

Cease Trade Orders, Bankruptcies, Penalties or Sanctions.   No proposed director is, as at the date hereof, or has been in the last ten years, a director, chief executive officer or chief financial officer of any company (including Suncor) that (a) was the subject of a cease trade order or similar order or an order that denied the company access to any exemption under securities legislation, for a period of more than 30 consecutive days, that was issued while the proposed director was acting in that capacity, or (b) was subject to a cease trade order or similar order or an order that denied the company access to any exemption under securities legislation, that was in effect for a period of more than 30 consecutive days, that was issued after the proposed director ceased to be a director, chief executive officer or chief financial officer and which resulted from an event that occurred while that person was acting in that capacity.

No proposed director is, as at the date hereof, or has been in the last ten years, a director or executive officer of any company that, while that person was acting in that capacity, or within a year of that person ceasing to act in that capacity, became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency or was subject to or instituted any proceedings, arrangement or compromise with creditors or had a receiver, receiver manager or trustee appointed to hold its assets, other than Mr. Benson, a current and proposed director of Suncor, who was a director of Winalta Inc. ("Winalta") when it obtained an order on April 26, 2010 from the Alberta Court of Queen's Bench providing for creditor protection under the Companies' Creditors Arrangement Act (Canada). A plan of arrangement for Winalta received court confirmation later that year, and Mr. Benson ceased to be a director of Winalta in May of 2013.

No proposed director has, within the last ten years, become bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency, or become subject to or instituted any proceedings, arrangement or compromise with creditors, or had a receiver, receiver manager or trustee appointed to hold his or her assets.

No proposed director has been subject to: (a) any penalties or sanctions imposed by a court relating to securities legislation or by a securities regulatory authority or has entered into a settlement agreement with a securities regulatory authority, or (b) any other penalties or sanctions imposed by a court or regulatory body that would likely be considered important to a reasonable securityholder in deciding whether to vote for a proposed director.

12   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Appointment of Auditors

Management and the Board propose that PricewaterhouseCoopers LLP be re-appointed as Suncor's auditors until the close of the next annual meeting. PricewaterhouseCoopers LLP have been Suncor's auditors for more than five years. Unless authority to do so is withheld, the persons named in the form of proxy intend to vote FOR the appointment of PricewaterhouseCoopers LLP.

Fees paid and payable to PricewaterhouseCoopers LLP for the years ended December 31, 2016 and 2017 are detailed below.

($ thousands)		2017		2016
Audit Fees		5 254		5 758
Audit-Related Fees		415		415
Tax Fees		—		15
All Other Fees		15		25
Total		5 684		6 213

The nature of each category of fees is as follows:

Audit Fees.   Audit Fees were paid, or are payable, for professional services rendered by the auditors for the audit of Suncor's annual financial statements, or services provided in connection with statutory and regulatory filings or engagements.

Audit-Related Fees.   Audit-Related Fees were paid for professional services rendered by the auditors for the review of quarterly financial statements and for the preparation of reports on specified procedures as they relate to audits of joint arrangements and attest services not required by statute or regulation.

Tax Fees.   Tax Fees for corporate tax filings and tax planning were paid in a foreign jurisdiction where Suncor has limited activity.

All Other Fees.   All Other Fees were subscriptions to auditor-provided and supported tools.

All services described beside the captions "Audit Fees", "Audit-Related Fees", "Tax Fees" and "All Other Fees" were approved by the Audit Committee in compliance with paragraph (c)(7)(i) of Rule 2-01 of Regulation S-X under the U.S.  Securities Exchange Act of 1934 , as amended (the "Exchange Act"). None of the fees described above were approved by the Audit Committee pursuant to paragraph (c)(7)(i)(C) of Regulation S-X under the Exchange Act. Further details respecting our auditors is provided in our AIF under the heading "Audit Committee Information".

Advisory Vote on Approach to Executive Compensation

The Board believes that shareholders should have the opportunity to fully understand the objectives, philosophy and principles that the Board has used to make executive compensation decisions.

We hope you will carefully review the "Letter to Shareholders" beginning on page 20 and our "Compensation Discussion and Analysis" beginning on page 22 before voting on this matter. We encourage any shareholder who has comments on our approach to executive compensation to forward these comments to the chair of the HR&CC c/o the Corporate Secretary, Suncor Energy Inc., P.O. Box 2844, 150 – 6 ^th  Avenue S.W., Calgary, Alberta, T2P 3E3. The "Compensation Discussion and Analysis" section discusses our compensation philosophy and approach to executive compensation, what our Named Executive Officers are paid and how their level of compensation is determined. This disclosure has been approved by the Board on the recommendation of the HR&CC.

At the meeting, shareholders will have an opportunity to vote on our approach to executive compensation through consideration of the following advisory resolution:

"RESOLVED, on an advisory basis and not to diminish the role and responsibilities of the Board of Directors, that the shareholders accept the approach to executive compensation disclosed in the management proxy circular of Suncor Energy Inc. delivered in advance of its 2018 annual meeting of shareholders."

As this is an advisory vote, the results will not be binding upon the Board. However, in considering its approach to compensation in the future, the Board will take into account the results of the vote, together with feedback received from shareholders in the course of our engagement activities. Since instituting a vote on an advisory resolution on our approach to executive compensation in 2011, Suncor has received strong support from shareholders with an average of 93.37% of votes "for", including 94.95% of the votes cast in favour in 2017.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   13

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BOARD OF DIRECTORS COMPENSATION

Philosophy and Approach

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Philosophy.   Compensation of non-employee directors is intended to:

•

deliver an appropriate level of remuneration to enable Suncor to attract highly qualified individuals with the desired competencies, skills and attributes and the capability to meet the demanding responsibilities of Board members; and

•

provide a significant portion in equity (DSUs) to closely align non-employee directors' interests with shareholder interests.

Approach.   The Governance Committee reviews Board compensation levels periodically to ensure Suncor's approach to Board compensation is competitive at the median of the Suncor Compensation Peers (as defined below) and takes into account governance and best practice trends.

As part of this review, the Governance Committee engages Willis Towers Watson to benchmark compensation for non-employee directors and the Board chair and provide information on Board compensation governance and best practice trends. This information is used by the Governance Committee in determining the compensation components, mix and pay level for non-employee directors, including the Board chair, that is then recommended to the full Board for approval.

The total compensation structure for non-employee directors for 2017 consisted of annual retainers and an annual equity award provided in the form of DSUs. DSUs are notional units that have the same value as our common shares, and therefore have the same upside and downside risk. Non-employee directors are required to meet robust share ownership guidelines. DSUs, along with Suncor common shares, count towards meeting these guidelines.

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Structure

Suncor's North American energy peers, identified on page 30 (the "Suncor Compensation Peers"), used for benchmarking Suncor's non-employee director and Board chair compensation structure are the same companies used for benchmarking senior executive compensation. Suncor's rank, as compared to the Suncor Compensation Peers, in relation to revenue, assets and market capitalization, is also provided on page 30. The following tables display the compensation structure for 2017 for all non-employee directors.

Compensation Structure Components for Non-Employee Directors (excluding Board chair)			($)
Retainer
Annual Retainer (1)			72 500
Annual Committee Chair Retainer:
	Audit Committee		25 000
	HR&CC		15 000
	EHS&SD Committee and Governance Committee		10 000
Annual Committee Member Retainer:
	Audit Committee		7 500
	EHS&SD Committee, Governance Committee and HR&CC		5 000
Travel within continental North America (Per Round Trip) (2)			1 500
Travel originating from outside continental North America (Per Round Trip) (3)			3 000
Annual Equity
Annual DSU target value (4)			217 500

14   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Compensation Structure for Board chair (5)		($)
Retainer
Annual Retainer (1)		250 000
Travel within continental North America (Per Round Trip) (2)		1 500
Travel originating from outside continental North America (Per Round Trip) (3)		3 000
Annual Equity
Annual DSU target value (4)		280 000

(1)

Annual retainer is payable as elected by the non-employee director. Each year, a non-employee director may elect to receive his or her retainer in 100% cash, 50% cash and 50% DSUs or 100% DSUs. All non-employee directors must receive at least 50% of their annual retainer fee in DSUs until the share ownership guideline level has been met.

(2)

Provides for travel from residence within continental North America to attend Board, committee or orientation meetings.

(3)

Provides for travel from residence outside continental North America to attend Board, committee or orientation meetings.

(4)

The number of DSUs to be awarded in 2017 was set by the Board at the beginning of 2017 based on a target value for non-employee directors (other than the Board chair) of $217,500 (which equaled 5,180 DSUs) and the Board chair of $280,000 (which equaled 6,670 DSUs). DSUs are awarded in quarterly installments.

(5)

No other compensation was payable to the Board chair for 2017.

Committee Membership.   The following table sets forth the current committee members, all of whom are non-employee and independent directors.

Committee Members (1)		Audit Committee		EHS&SD Committee		Governance Committee		HR&CC
Patricia M. Bedient		Chair		ü
Mel E. Benson				ü				ü
Jacynthe Côté		ü		ü
Dominic D'Alessandro		ü				Chair
John D. Gass						ü		Chair
John R. Huff				ü				ü
Maureen McCaw		ü				ü
Michael W. O'Brien		ü				ü
Eira M. Thomas				Chair				ü

(1)

Mr. Houston will be appointed to Board committees at a future date.

Building Equity Ownership.   Share ownership guidelines are one way non-employee directors demonstrate their commitment to Suncor's long-term success and alignment with shareholders. For 2017, share ownership guidelines were $1,400,000 for the Board chair and $800,000 for all other non-employee directors. The level of ownership must be attained by each director within five years of when he or she is first elected or appointed or from the date an increase in the share ownership guidelines is approved. Suncor common shares and DSUs count toward the share ownership guideline.

As at December 31, 2017, all non-employee directors, including the Board chair, have met or are on track to meet the share ownership guidelines.

Suncor periodically benchmarks its share ownership guideline levels to ensure they are in line with its peers.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   15

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Total Compensation

Total Compensation Summary.   The following table provides information on the total compensation paid to the non-employee directors for the year ended December 31, 2017.

($)
Name (1)		Total Fees Paid		Share-Based Awards (2)		Total Compensation (3)
Patricia M. Bedient		104 125		217 133		321 258
Mel E. Benson		82 500		217 133		299 633
Jacynthe Côté		91 000		217 133		308 133
Dominic D'Alessandro		96 000		217 133		313 133
John D. Gass		98 500		217 133		315 633
John R. Huff		87 000		217 133		304 133
Maureen McCaw		91 000		217 133		308 133
Michael W. O'Brien		95 375		217 133		312 508
James W. Simpson (4)		83 333		68 355		151 688
Eira M. Thomas		93 500		217 133		310 633
Michael M. Wilson		198 666		259 548		458 214
Total		1 120 999		2 282 100		3 403 099

(1)

Mr. Williams, Suncor's President and CEO, did not receive compensation for serving as a member of the Board. Please refer to page 48 for specifics of the compensation provided to Mr. Williams for the year ended December 31, 2017. Mr. Houston is not represented in the foregoing table as he was appointed to the Board effective January 1, 2018.

(2)

Share-based awards consist of DSUs which are determined annually and awarded in quarterly installments. Grant date fair market value is calculated based on the share price high and low average for the five trading days immediately preceding the date of the quarterly award ($40.98, $38.36, $43.02 and $45.31, respectively). DSUs cannot be redeemed by non-employee directors until they cease to hold office.

(3)

Suncor does not provide stock options, pension benefits, non-equity incentives or other compensation to non-employee directors.

(4)

Mr. Simpson retired from the Board on April 27, 2017.

Fees Paid.   The following table provides a detailed breakdown of the fees paid to our non-employee directors for the year ended December 31, 2017. Fees are paid quarterly.

($)
Name (1)		Retainer Fee		Committee Retainer Fee		Committee Chair Retainer Fee		Travel Fees		Total Fees Paid (2)		Fees Taken in DSUs		Fees Taken in Cash
Patricia M. Bedient		72 500		6 875		18 750		6 000		104 125		104 125		—
Mel E. Benson		72 500		10 000		—		—		82 500		—		82 500
Jacynthe Côté		72 500		12 500		—		6 000		91 000		91 000		—
Dominic D'Alessandro		72 500		7 500		10 000		6 000		96 000		96 000		—
John D. Gass		72 500		5 000		15 000		6 000		98 500		49 250		49 250
John R. Huff		72 500		10 000		—		4 500		87 000		87 000		—
Maureen McCaw		72 500		12 500		—		6 000		91 000		45 500		45 500
Michael W. O'Brien		72 500		10 625		6 250		6 000		95 375		—		95 375
James W. Simpson (3)		83 333		—		—		—		83 333		—		83 333
Eira M. Thomas		72 500		5 000		10 000		6 000		93 500		46 750		46 750
Michael M. Wilson		190 833		3 333		—		4 500		198 666		198 666		—
Total		926 666		83 333		60 000		51 000		1 120 999		718 291		402 708

(1)

Mr. Houston is not represented in the foregoing table as he was appointed to the Board effective January 1, 2018.

(2)

Amounts reflect aggregate value of fees paid in cash and/or DSUs.

(3)

Mr. Simpson retired from the Board on April 27, 2017.

16   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Equity Based Compensation

Annual DSU Grant.   Non-employee directors participate in the Suncor Deferred Share Unit Plan (previously defined herein as the "DSU Plan"). When redeemed after leaving the Board, each DSU pays the holder the then current cash equivalent of the market price per share, as calculated in accordance with the DSU Plan.

DSUs are an important component of non-employee director compensation. They provide a stake in Suncor, promote greater alignment between directors and shareholders and are considered to be a preferred form of non-employee director equity compensation under governance best practices.

Under the DSU Plan, each non-employee director receives an annual DSU grant as part of his or her total compensation. The annual grant of DSUs is generally awarded in equal quarterly installments.

For each new non-employee director, the DSU Plan provides for a joining grant of DSUs equal to the annual grant for the year in which he or she is appointed to the Board. New non-employee directors who join the Board and any director who becomes Board chair during the year will receive a pro-rated annual DSU grant based on the date they join the Board or became Chair, as applicable.

Each non-employee director, other than Mr. Wilson, who became the Board chair in 2017, Mr. Simpson, who retired from the Board on April 27, 2017 and Mr. Houston, who was appointed to the Board subsequent to year end, received 5,180 DSUs in 2017. Mr. Wilson received 6,173 DSUs and Mr. Simpson received 1,668 DSUs. In 2017, non-employee directors, including the Board chair, received an aggregate of 54,461 DSUs.

Fees Paid in DSUs.   Until share ownership guidelines for non-employee directors are met (see page 15 for details), non-employee directors receive one-half or, if they choose, all of their fees (excluding expense reimbursements) in the form of DSUs. The number of DSUs to be credited to the non-employee director's account on each payment date is equal to the number of Suncor common shares that could have been purchased based on the market value on the quarterly payment date based on the fees allocated to the director. On each dividend payment date for Suncor common shares, an additional number of DSUs, equivalent to the number of Suncor common shares that could have been acquired on that date by notional dividend reinvestment based on the market value, are credited to the non-employee directors' DSU accounts.

Redemption of DSUs.   DSUs may be redeemed when a non-employee director ceases to hold office, on a date elected by that director prior to November 30 of the calendar year following such cessation. For directors subject to payment of U.S. federal tax, the redemption period to elect payout of the DSUs they hold commences on the first day of the calendar year following the year in which the non-employee director ceases to be a member of the Board, and ends on November 30 of that same year. However, no redemption will be permitted within the first six months following separation from service by a U.S. taxpayer who is considered a "specified employee". The cash payment at redemption is calculated by multiplying the number of DSUs by the then-current market value of a Suncor common share, as per the terms of the DSU Plan.

Stock Options.   In line with governance best practices, stock option grants to non-employee directors were discontinued effective January 1, 2009. For additional information on any remaining stock options awarded prior to 2009 and held by non-employee directors, see Schedule A.

Director Equity Compensation Hedging.   Pursuant to Suncor's policies, directors are not permitted to engage in short selling in Suncor common shares or purchase financial instruments (including, for greater certainty, puts, options, calls, prepaid variable forward contracts, equity swaps, collars or units of exchange funds) that are designed to hedge or offset a change in the market value of Suncor common shares or other securities of Suncor held by the director.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   17

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Option-Based and Share-Based Awards.   The following table provides information about option-based and share-based awards outstanding for our non-employee directors as at December 31, 2017. For further details, including the exercise price and expiration date, of any option-based award held by non-employee directors as at December 31, 2017, see Schedule A.

		Option-Based Awards (1)				Share-Based Awards
Name (2)		Aggregate number of securities underlying unexercised options		Aggregate value of unexercised "in-the-money" options (3) ($)		Aggregate market or payout value of vested share-based awards not paid out or distributed (4) ($)
Patricia M. Bedient		—		—		1 005 747
Mel E. Benson		4 000		—		4 479 642
Jacynthe Côté		—		—		1 447 910
Dominic D'Alessandro		—		—		3 770 086
John D. Gass		—		—		1 652 585
John R. Huff		4 000		—		6 811 463
Maureen McCaw		—		—		3 826 573
Michael W. O'Brien		4 000		—		4 121 195
James W. Simpson (5)		—		—		2 720 266
Eira M. Thomas		4 000		—		3 965 946
Michael M. Wilson		—		—		2 016 663
Total		16 000		—		35 818 076

(1)

Suncor discontinued grants of stock options to non-employee directors effective January 1, 2009.

(2)

Mr. Houston is not represented in the foregoing table as he was appointed to the Board effective January 1, 2018.

(3)

Value of options reported reflects the "in-the-money" amount (the difference between the closing price on the TSX of a Suncor common share on December 29, 2017 ($46.15) and the exercise price of the options) held as at December 31, 2017. There were no unexercised "in-the-money" options held by non-employee directors as of such date.

(4)

Consists of fees taken in DSUs and annual awards of DSUs administered quarterly, all issued under the DSU Plan and the closed PCCDSU Plan. DSUs vest immediately upon grant and are the only share-based awards that are granted to non-employee directors. As a result, all share-based awards held by non-employee directors have vested but cannot be redeemed until they cease to hold office. Value is calculated based on the closing price on the TSX of a Suncor common share on December 29, 2017 ($46.15).

(5)

Mr. Simpson retired from the Board on April 27, 2017.

Share-Based Awards – Value Vested or Earned During the Year.   The following table provides the value vested in relation to share-based awards held by our non-employee directors during the year ended December 31, 2017.

Name (1)		Share-based awards – Value vested during the year (2) ($)
Patricia M. Bedient		217 133
Mel E. Benson		217 133
Jacynthe Côté		217 133
Dominic D'Alessandro		217 133
John D. Gass		217 133
John R. Huff		217 133
Maureen McCaw		217 133
Michael W. O'Brien		217 133
James W. Simpson (3)		68 355
Eira M. Thomas		217 133
Michael M. Wilson		259 548
Total		2 282 100

(1)

Mr. Houston is not represented in the foregoing table as he was appointed to the Board effective January 1, 2018.

(2)

Share-based awards consists of DSUs which are determined annually and awarded in quarterly installments. Grant date fair market value is calculated based on the share price high and low average for the five trading days immediately preceding the date of the quarterly award ($40.98, $38.36, $43.02 and $45.31, respectively). DSUs cannot be redeemed by non-employee directors until they cease to hold office.

(3)

Mr. Simpson retired from the Board on April 27, 2017.

18   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Director Value at Risk.   The following table provides the aggregate equity holdings of current non-employee directors for the years ended December 31, 2016 and 2017 as well as the net change during 2017 and the total value at risk as at December 31, 2017.

		December 31, 2016						December 31, 2017						Net Change During 2017
Name (1)		Shares		Share- based awards (2)		Options		Shares		Share- based awards (2)		Options		Shares		Share- based awards (3)		Options		Total value at risk (4)(5) ($)
Patricia M. Bedient		—		13 607		—		—		21 793		—		—		8 186		—		1 005 747
Mel E. Benson		17 548		89 034		8 000		17 548		97 067		4 000		—		8 033		(4 000	)	5 289 482
Jacynthe Côté		—		23 202		—		2 000		31 374		—		2 000		8 172		—		1 540 210
Dominic D'Alessandro		10 000		71 872		—		40 000		81 692		—		30 000		9 820		—		5 616 086
John D. Gass		6 698		28 483		—		6 698		35 809		—		—		7 326		—		1 961 698
John R. Huff		30 019		135 978		8 000		30 019		147 594		4 000		—		11 616		(4 000	)	8 196 840
Maureen McCaw		5 774		74 245		—		5 936		82 916		—		162		8 671		—		4 100 520
Michael W. O'Brien		11 308		81 504		8 000		11 308		89 300		4 000		—		7 796		(4 000	)	4 643 059
Eira M. Thomas		4 000		77 144		8 000		4 000		85 936		4 000		—		8 792		(4 000	)	4 150 546
Michael M. Wilson		10 000		31 717		—		10 000		43 698		—		—		11 981		—		2 478 163

(1)

Mr. Houston is not represented in the foregoing table as he was appointed to the Board effective January 1, 2018.

(2)

Includes DSUs issued under the DSU Plan and closed PCCDSU Plan.

(3)

Consists of DSUs issued under the DSU Plan.

(4)

Value of shares and DSUs is calculated based on the closing price on the TSX of a Suncor common share on December 29, 2017 ($46.15).

(5)

Value of options reported reflects the "in-the-money" amount (the difference between the closing price on the TSX of a Suncor common share on December 29, 2017 ($46.15) and the exercise price of the options) held as at December 31, 2017. There were no unexercised "in-the-money" options held by non-employee directors as of such date.

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Looking Ahead to 2018:

At its meeting in November 2017, the Governance Committee recommended that the Board maintain the 2017 target total compensation for non-employee directors and the Board chair for 2018. The Board approved the recommendation.

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EXECUTIVE COMPENSATION

Letter to Shareholders

To Our Fellow Shareholders:

On behalf of the Human Resources and Compensation Committee ("HR&CC") and the Board of Directors (the "Board") of Suncor Energy Inc. ("Suncor"), we are pleased to share with you the company's approach to senior executive compensation and how it aligns with performance.

In the Compensation Discussion & Analysis section that follows, we share detailed information on our pay-for-performance philosophy, compensation programs, governance practices and compensation for our Named Executive Officers ("NEOs").

Business Environment.   2017 was another challenging year for the energy sector. While the market strengthened somewhat, volatility remained a common theme. Throughout these periods of volatility, Suncor's strong focus on safety, capital discipline, operational excellence and profitable growth served us well, helping to build considerable financial strength and deliver shareholder value. Combined with the capable stewardship of a strong leadership team, Suncor's approach has allowed us to successfully withstand the ebbs and flows of the commodity cycle and emerge stronger.

Company Performance.   Suncor continued to build on its financial and operating strength achieved in prior years. Safety and strengthening our safety culture continues to be a core value and primary focus for Suncor. Our focus on safety performance continued in 2017, with a recordable injury frequency of 0.40, which represents a 47% decrease over the past five years.

Suncor's total shareholder return ("TSR") continues to lead that of its peers. Suncor's TSR for the previous one, three and five year periods is displayed in the chart to the right and is compared to the median of the Suncor Compensation Peers (as defined on page 30), the TSX and the S&P/TSX Capped Energy Index. Suncor's one-year TSR reflects our strong operational performance and Suncor outperformed the majority of the Suncor Compensation Peers, as well as the S&P/TSX Capped Energy Index. Over the period of 2013 – 2017, Suncor's TSR was 64.9% – significantly above the -3.4% median of the Suncor Compensation Peers and the -10.2% of the S&P/TSX Capped Energy Index.

TSR performance (%)

Other significant achievements in 2017 included:

•

At Fort Hills, the mining and primary extraction assets began producing during 2017 and paraffinic froth treated bitumen is now being produced and shipped to market

•

First oil at Hebron was achieved ahead of schedule and production continues to ramp up following favourable initial results

•

Annual records established in 2017 include: total upstream crude oil production of 685,300 boe/d, refinery crude throughput of 441,200 bbls/d and record wholesale and retail sales volumes in Canada

•

Oil Sands operations cash operating costs per barrel decreased to $23.80 in 2017, from $26.50 in 2016, and were the lowest in over a decade

•

Suncor generated $2.1 billion in proceeds from the sale of non-core assets in 2017, including the sale of a combined 49% interest in the East Tank Farm Development to the Fort McKay and Mikisew Cree First Nations, demonstrating Suncor's commitment to sustainable resource development in partnership with the community

•

Reliability at Syncrude continues to be a focus, and the company began efforts in 2017 to work with the other Syncrude owners on a framework to drive operating efficiencies, improve performance and develop regional synergies

These accomplishments are underpinned by a solid business strategy and an experienced leadership team. More information on the performance and accomplishments of our NEOs can be found beginning on page 39.

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Compensation Governance.   As a leading integrated energy company and one of the largest energy companies in North America, it's critical that we attract and retain top executive talent. To ensure our executive pay programs are competitive and attractive to top executives, we benchmark senior executive pay levels against a peer group of North American energy companies.

Senior executive compensation programs and practices are reviewed regularly with the assistance of external consultants. Alignment with best practices, shareholder interests and competitive benchmarks are considered as part of the review process.

With the exception of the addition of a Chief Operating Officer level in 2017, the Board maintained the current total direct compensation structure for a third consecutive year. The structure reinforces Suncor's business strategy, is market competitive, and is aligned with current best practices.

President and CEO Pay.   Total direct compensation of our President and Chief Executive Officer ("CEO"), Steve Williams, was $14.5 million in 2017. His pay is consistent with Suncor's pay-for-performance philosophy and is a product of strong company financial and operating performance, relative and absolute share price performance and individual performance.

In 2017, 90% of the President and CEO's total direct compensation varied with performance and approximately 70% was provided in the form of mid- to long-term incentives, continuing to reinforce the link between his compensation and relative and absolute share price performance.

Aligning with Shareholder Interests.   Our equity-based and performance-contingent incentive programs are the largest component of total direct compensation for our NEOs and ensure that the value ultimately received is aligned with shareholders. From 2013 to 2017, under Mr. Williams' leadership, Suncor's TSR significantly exceeded the aggregate realizable total direct compensation of our NEOs when compared to the value reported in the summary compensation tables over the same period.

Looking Ahead.   As we look ahead, we have good reason to be optimistic. Our ability to execute on our strategy and deliver strong results is due to an effective senior leadership team and our dedicated employees. Together, we're focused on consistently delivering shareholder value.

Your Board, with the support of the HR&CC, is committed to ensuring that Suncor's senior executive compensation continues to be aligned with our shareholders' interests and supports the company's competitiveness and future success.

We welcome shareholder feedback on our business operations, policies and practices, including executive compensation.

Sincerely,

John D. Gass Chair of the Human Resources and Compensation Committee		Michael M. Wilson Chair of the Board

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   21

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COMPENSATION DISCUSSION AND ANALYSIS

		Page
2017 Named Executive Officers		22
Pay and Performance Overview		22
Compensation Governance		26
Our Approach to Executive Compensation		29
Compensation of the Named Executive Officers		34
2017 Performance		39
Executive Compensation Alignment with Shareholder Value		44

2017 Named Executive Officers

The persons (the "Named Executive Officers" or "NEOs") who are the focus of the Compensation Discussion and Analysis and who appear in the compensation tables are:

STEVEN W. WILLIAMS		S.W. WILLIAMS		PRESIDENT AND CHIEF EXECUTIVE OFFICER
ALISTER COWAN		A. COWAN		EXECUTIVE VICE PRESIDENT AND CHIEF FINANCIAL OFFICER
MARK S. LITTLE		M.S. LITTLE		CHIEF OPERATING OFFICER (1)
MICHAEL R. MACSWEEN		M.R. MACSWEEN		EXECUTIVE VICE PRESIDENT, UPSTREAM (2)
STEPHEN D.L. REYNISH		S.D.L. REYNISH		EXECUTIVE VICE PRESIDENT, STRATEGY & OPERATIONS SERVICES (3)

(1)

Effective December 1, 2017, Mr. Little was appointed Chief Operating Officer. Prior thereto, he was President, Upstream.

(2)

Effective December 1, 2017, Mr. MacSween was appointed Executive Vice President, Upstream. Prior thereto, he was Executive Vice President, Major Projects.

(3)

Effective December 1, 2017, Mr. Reynish was appointed Executive Vice President, Strategy & Operations Services. Prior thereto, he was Executive Vice President, Strategy & Corporate Development.

Pay and Performance Overview

Suncor's executive compensation programs are designed to align the interests of our executives with shareholders, rewarding executives for delivering annual and longer term results and building sustainable shareholder value.

Our business is linked to the commodity cycle with significant long-term capital investments. It requires focus on profitable growth, achieved through capital discipline and reliable operations that are conducted in a safe and environmentally and socially responsible way.

The following information provides an overview of some key points regarding pay and performance at Suncor.

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Focusing on Performance.   We look at performance from a number of important perspectives with the intention of aligning short-term financial and operational metrics with long-term shareholder value creation:

Financial Results		Value Drivers		Leadership		Shareholder Value
FFO (1) ROCE (1)		Safety Sustainability Base Business Growth Workforce & Organizational Performance		Personal performance, which includes the successful execution of operational and capital plans.		Relative total shareholder return ("TSR") through our performance share unit ("PSU") plan ("PSU Plan"). Absolute share price appreciation through stock options.

(1)

FFO and ROCE are non-GAAP measures. See the "Advisories" section.

How Total Direct Compensation (TDC) is Delivered.

Component		Performance Orientation		Time Frame
Salary		Reflects the market competitive value of the role versus peers. Salary increases reflect performance demonstrated on the job.		Annual review with adjustments as appropriate
Annual Incentive		Aligns with financial and operational performance objectives. Reflects a combination of corporate, business unit and personal performance.		Short-term Annual performance
PSUs		Rewards relative share price performance. Fully at-risk with a 0% to 200% of target payout		Mid-term Three-year rolling performance cycles
Stock Options		Rewards absolute share price performance. Only delivers value if share price appreciates over the grant price.		Long-term Seven-year term Vest over three years

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Pay Alignment to Total Shareholder Return.   Suncor has a long-standing pay-for-performance philosophy that is reflected in the design of our programs. A significant portion of the NEOs' total direct compensation is contingent upon Suncor's financial results, operating results and share price performance. The alignment of our pay programs with performance over short- and mid- to long-term periods is regularly reviewed, with the aim of ensuring that our short-term actions lead to long-term increases in shareholder value.

In reviewing alignment of our pay programs with performance we look at two different perspectives: pay opportunity and realizable pay.

Pay Opportunity		Realizable Pay
Static numbers reported in the Summary Compensation Table for total direct compensation in 2015 and 2016 and estimated pay for 2017. It does not reflect the impact of share price on the ultimate value received through equity awards.		Dynamic numbers that capture total direct compensation reflecting the value of outstanding equity awards as at December 31, 2017. The values ultimately received could be lower or higher than those in the Summary Compensation Table depending on future performance.

The charts below indicate the alignment between Suncor's President and CEO's pay and TSR over the past three years for his pay opportunity and realizable pay relative to the chief executive officers of the Suncor Compensation Peers.

Suncor's President and CEO's pay opportunity and realizable pay is positioned in the upper right of the charts below, within the zone of reasonable alignment, indicating the company had strong relative TSR performance that exceeded its relative pay. Suncor's TSR performance was the highest among the peer group over the three year period, while four peers had a higher pay opportunity and three peers had a higher realizable pay.

Pay Opportunity (1)		Realizable Pay (2)

(1)

Data used for the Pay Opportunity chart for the Suncor Compensation Peers is based on information extracted from 2015-2017 public disclosure filings. For Suncor Compensation Peers, 2015 and 2016 amounts are actuals. The 2017 pay opportunity amounts reflect actual 2017 salaries where disclosed as compiled by Willis Towers Watson (otherwise salaries are at 2016 amounts aged by 1% to 2017 levels; 2017 bonuses are estimated based on the 2016 actual bonus with a salary increase of 1% to 2017 levels; and 2017 equity awards are actual amounts from public disclosure for 12 of the Suncor Compensation Peers, and for the remaining four, where actual 2017 equity award data was not available, an estimate was used based on past equity awards.

(2)

Data used for the Realizable Pay chart for the Suncor Compensation Peers is the same as for Pay Opportunity for base salaries and bonuses; the equity award amounts are based on the equity award data used in the Pay Opportunity analysis with the values for the options equal to the "in-the-money" value based on the December 29, 2017 share price for each Suncor Compensation Peer. PSU amounts assume target payouts and a December 31, 2017 share price for each Suncor Compensation Peer.

(3)

TSR ranking based on three-year TSR.

President and CEO Pay Multiple of Median Peer Group Pay.   We also look at the pay opportunity for the President and CEO as a multiple of the median pay opportunity of the Suncor Compensation Peers. The 2017 pay for the President and CEO compared to the pay opportunity for the Suncor Compensation Peers based on current data is at a multiple of 1.2 times the median with the majority of the difference in mid- to long-term performance contingent pay. The HR&CC believes there is no excessive pay disparity between Suncor's President and CEO and market pay, given Suncor's relative size and performance versus peers. The pay multiple is well within the acceptable range based on best practices recommended by institutional investors and governance organizations.

24   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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President and CEO Pay at a Glance.   As displayed in the corresponding chart, Mr. Williams' actual 2017 total direct compensation, as indicated in the summary compensation table, is approximately 44% higher than Suncor's total direct compensation structure for the President and CEO role which is targeted at the median of the Suncor Compensation Peers. The 2017 actual compensation level reflects Mr. Williams' ongoing leadership and personal performance for the past year as assessed by the Board and the corporate and business unit results for 2017. For more information on Mr. Williams' performance and compensation in 2017, see page 39.

Pay Programs Are Supported By Key Governance Practices.   Suncor has implemented and maintains a number of key executive compensation governance practices which we believe are consistent with best practices, support our business objectives and align with shareholder interests.

Key Practices

ü		Our HR&CC is comprised entirely of independent directors
ü		The HR&CC engages an independent executive compensation advisor that does not provide other services to Suncor
ü		Maintain minimum share ownership guidelines including 6 times salary for the President and CEO, 4 times salary for the Chief Operating Officer and 3 times salary for Executive Vice Presidents
ü		Have a claw back policy
ü		Conduct a compensation program risk assessment annually
ü		Benchmark senior executive target pay against a relevant North American industry peer group
ü		Have a post-retirement share ownership hold period for the President and CEO
ü		Provide at least 50% of mid- to long-term incentive compensation through PSUs
ü		Have no termination payments in excess of 2 times cash pay
ü		Have double trigger change of control provisions for equity awards
ü		Have vesting requirements and service and earnings caps on the Suncor Energy Supplemental Executive Retirement Plan ("SERP")
ü		Have significant performance contingent pay for the President and CEO with over 85% of pay at risk
ü		Have a robust target setting process
ü		Annual incentive plan ("AIP") and PSU Plan include threshold performance levels and payout caps
ü		Have an AIP deferral program that allows executives to take a portion or all of their annual incentive payment in DSUs
ü		No option re-pricing
ü		No loans are provided to executives
ü		Have a no hedging policy for common shares and other securities held by an executive
ü		No excessive perquisites are provided

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Compensation Governance

Board of Directors.   The Board oversees development of the overall strategic direction and policy framework for Suncor. This responsibility, in part, is discharged with the assistance of Board committees, including the HR&CC. Further details relating to Board committees can be found in Schedule C to this management proxy circular.

Human Resources & Compensation Committee.   Central to the role of the HR&CC is aligning executive compensation with the delivery of shareholder value. The role and operation of the HR&CC under its mandate include assisting the Board annually in the areas of executive compensation, succession planning, incentive compensation plans and compensation governance. Key objectives in these areas include:

•

reviewing and approving the overall corporate goals and objectives of Suncor relevant to compensation of the President and CEO, and ensuring that the overall goals and objectives of Suncor are supported by an appropriate executive compensation philosophy and programs;

•

evaluating the performance of the President and CEO against approved goals and criteria, and recommending to the Board the total compensation for the President and CEO in light of that performance;

•

reviewing the President and CEO's evaluation of the other senior executives' performance and his recommendations for total compensation of these senior executives;

•

reviewing the succession planning process and results for senior executive roles;

•

reviewing NEO and other senior executive termination agreements and NEO termination obligations in relation to market practices and trends;

•

reviewing compensation programs using a risk assessment framework to help ensure Suncor's compensation programs and practices do not encourage the taking of excessive or inappropriate risks;

•

reviewing, on a summary basis, any significant compensation, pension and benefit programs for employees generally, with consideration of accounting, tax, design, legal, regulatory and risk implications and the pay-for-performance relationship for variable pay; and

•

reviewing and recommending executive compensation disclosure to the Board for approval before Suncor publicly discloses this information.

The HR&CC fulfilled its mandate, as summarized in this section, in 2017.

All HR&CC members are independent directors. The HR&CC is currently comprised of the following members: John D. Gass (chair), Mel E. Benson, John R. Huff and Eira M. Thomas.

The HR&CC members have experience in top leadership roles (two of four in CEO roles), strong knowledge of the energy industry (three of four with an energy industry background), a mix of functional experience and competency, and tenure as directors of various public companies. This background provides the HR&CC with the collective experience, skills and qualities to effectively support the Board in carrying out its mandate. Further information on the HR&CC committee member experience and skills is provided in the inventory of Board member capabilities and competencies on page C-3 of Schedule C to this management proxy circular.

Executive Compensation Consultants.   Willis Towers Watson provides advice to the HR&CC, supports management in the area of executive compensation and provides services in other human resources areas, including pensions. Willis Towers Watson has protocols in place to ensure that they are in a position to provide independent advice. Willis Towers Watson was originally retained in February 2006.

Meridian Compensation Partners ("Meridian") is directly retained by the HR&CC as its independent advisor. Meridian was originally retained by the HR&CC in February 2010.

Willis Towers Watson provides the HR&CC consulting support and information in the following areas:

•

expertise and advice in the development of compensation policies and programs for executives and the Board;

•

periodic updates on best practices, trends and emerging regulatory or governance matters related to executive compensation;

•

custom survey work benchmarking Suncor compensation in the marketplace; and

•

support in conducting an annual risk assessment of Suncor's compensation policies and programs.

Meridian's role is to review and provide advice to the HR&CC on analysis and recommendations put forward by management and Willis Towers Watson. As the HR&CC's independent advisor, Meridian:

•

provides executive compensation advice and perspective to the HR&CC;

•

validates or challenges proposals, recommendations and the decision process followed; and

•

helps develop proposals and information for the HR&CC as needed.

The decisions made by the HR&CC may reflect factors and considerations other than as provided or recommended by our executive compensation consultants. During 2017, Willis

26   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Towers Watson and Meridian met with the HR&CC chair and attended relevant sections of HR&CC meetings, as necessary.

Executive Compensation-Related Fees

Executive compensation-related fees paid by Suncor in 2017 and 2016 to Willis Towers Watson and Meridian are displayed in the table below.

Executive Compensation Consultant		Fees Paid related to 2017 ($)		Fees Paid related to 2016 ($)
Willis Towers Watson		273 040		115 167
Meridian		19 136		20 602

All Other Fees

In addition to the fees disclosed above, Willis Towers Watson assisted in certain matters related to pension and benefits, including, but not limited to, actuarial and accounting services. Total fees payable to Willis Towers Watson for the foregoing services were $1,952,477 in 2017 and $860,707 in 2016, which included all fees payable to Willis Towers Watson by Suncor not included under executive compensation related fees in 2017 and 2016, respectively. The year over year increase primarily reflects plan valuations and divestiture services. Other than the fees disclosed above, no other fees were paid by Suncor to Meridian in 2017 and 2016.

The HR&CC pre-approves all material executive compensation-related fees paid to Willis Towers Watson and Meridian. The HR&CC does not pre-approve services provided by Willis Towers Watson that do not relate to executive compensation-related services.

Managing Compensation Risk.   Suncor's executive compensation policies and programs are designed to create appropriate incentives to increase long-term shareholder value. While the energy business by its nature requires some level of risk taking to achieve returns in line with shareholder expectations, Suncor structures compensation plans and programs and maintains guidelines and policies which it believes limit excessive risk. Key oversight procedures and risk mitigating features to support managing compensation risk are outlined below.

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Oversight Procedures

•     Suncor's strategic plan, as reviewed by the Board, balances investment risk and reward, and assesses company and industry risks in advance to support planning, risk management and decision making. •     Suncor uses tools including an Enterprise Risk Management System, Operational Excellence Management System and Trading Risk Management Policy to identify and manage risk. •     In the normal course of business, Suncor has financial controls that provide limits and authorities in areas such as capital and operating expenditures, divestiture decisions and marketing and trading transactions. These financial controls mitigate inappropriate risk taking.		•     The HR&CC uses a compensation program risk assessment framework in assessing Suncor's compensation policies and programs to determine whether any components could encourage unacceptable or excessive risk taking. •     The elements of the compensation risk assessment framework are categorized in four areas: pay philosophy and compensation structure, plan designs, performance metrics and governance. •     The HR&CC reviews the results of the compensation program risk assessment annually to take into account and consider any significant shifts in Suncor's business strategies or compensation policies and programs. From its review in 2017 the HR&CC concluded that Suncor's compensation policies and programs do not encourage excessive risk that could have a material adverse effect on Suncor.

Key Risk Mitigating Features

Plan and Program Design
•     Total direct compensation for executives provides a balance between base salary and variable performance contingent compensation. For our NEOs, emphasis is not focused on one compensation component, but is spread across annual, mid- and long-term programs to support and balance sustained short-term performance and long-term profitability. •     For our NEOs, typically 80% or more of their target total direct compensation is variable based on company, business unit and personal performance and the remaining 20% or less is base salary. Of the 80% or more of variable compensation, approximately 80% or more is mid- and long-term focused and approximately 20% or less is short-term focused. The strong weighting towards mid- to long-term compensation mitigates the risk of undue emphasis on short-term goals at the expense of long-term sustainable performance. •     Annual grants of stock options vest over three years and have a seven-year term, reinforcing the goal of building and sustaining long-term value in line with shareholder interests. •     Our mid-term PSU Plan rewards relative TSR performance over three years versus our PSU peer group of companies, as described on page 56. Annual awards and overlapping three year performance periods deter short-term focused decision making and require sustained performance to achieve a payout. •     For PSU grants, there is no payout if relative TSR performance is in the bottom grouping of companies, a payout cap of 200% of target when relative TSR performance is in the top company grouping of the peer group and a sliding scale of payout levels based on each company grouping in between.		•     The AIP for all salaried employees is inherently designed to limit risk. Short-term incentive pay is earned based on achievement against a balanced and diversified mix of performance measures. The measures include both financial and operating performance targets. This balanced approach discourages focus on a single measure at the expense of other key factors (e.g., profitable growth at the expense of safety). This design diversifies the risk under any one performance area. •     AIP targets, results and payouts are stress tested and reviewed by the HR&CC. •     The funds to provide for annual cash payouts under the AIP are determined based on key corporate measures and a scorecard for each business unit with consistent measurement across areas critical to Suncor's success. •     A performance threshold for payouts under the AIP is established each year. For 2017, the threshold was based on achievement of a minimum FFO level requirement. •     Under the DSU Plan, executives may elect annually to allocate 25% to 100% of their AIP payment to DSUs. This feature in the DSU Plan is used by executives to assist in meeting share ownership requirements and defers annual incentive compensation, further encouraging a focus on long-term performance. For the 2017 performance period, three of the NEOs elected to take a portion of their AIP payment in DSUs.

Policies and Guidelines
•     Suncor's total compensation for executives is regularly benchmarked against a peer group of companies of similar size and business scope approved by the HR&CC. This ensures that compensation is competitive with peers and aligned with Suncor's philosophy. •     Suncor executives must achieve and maintain specific share ownership levels based on a multiple of their annual salary. A substantial share ownership level assists in aligning executive interests with those of shareholders. The share ownership guidelines for NEOs are found on page 31.		•     The President and CEO must maintain his share ownership requirement level through the first year following retirement. •     The HR&CC and the Board provide strong oversight of the management of Suncor's compensation programs. The HR&CC has discretion in assessing performance under executive compensation programs to adjust metrics or the payouts based on results and events and has used this discretion to reduce or increase payouts under certain programs in the past.

Conclusion

Given the oversight procedures and the key risk mitigation features of Suncor's compensation policies and programs described above, the HR&CC does not believe that there are any identified risks arising from the company's compensation policies and practices that are reasonably likely to have a material adverse impact on the company.

28   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Our Approach to Executive Compensation

Pay-for-Performance Philosophy.   Suncor maintains a strong pay-for-performance philosophy that is demonstrated in the mix of compensation provided to executives and the way we measure success. Compensation plans and practices are tied closely to our strategy, performance, talent and risk management business objectives.

A significant portion of the total direct compensation of our senior executives is provided in variable performance contingent pay designed to reward superior business performance and increasing shareholder returns. This approach reinforces our pay philosophy and ensures alignment with shareholder interests. Incentive-based pay is designed to reward successful short-, medium- and long-term performance in key areas. These areas include safety, sustainability, base business, growth and workforce and organizational performance, FFO, ROCE, relative share price performance, absolute share price performance and leveraging our integrated strategy, all of which enable results that are important to our shareholders.

Achieving the Right Balance.   To deliver sustained and profitable long-term performance, it is essential that Suncor attracts, engages and retains talented, capable executives who can execute on current priorities and help position Suncor over the long-term for sustained success. To do this, programs are designed to provide an attractive and competitive total compensation opportunity. Suncor believes it provides the right balance in its overall rewards program to achieve this through "total direct compensation", consisting of salary, annual incentive, mid- and long-term equity-based incentives, and "indirect compensation", consisting of benefits and retirement-related programs. These programs are complemented with excellent career development opportunities and careful succession planning.

Defining Our Marketplace.   Our senior executives are responsible for managing a large, global enterprise with multiple operating units and significant capital expenditures.

As the largest integrated energy company in Canada and fifth largest in North America by market capitalization at December 31, 2017, size and business scope are key criteria in defining the marketplace and peer companies used to establish competitive compensation levels for our senior executives. This means we must look beyond Canadian energy companies and include U.S. energy companies in our peer group in order to capture a sufficient number of companies of comparable size and complexity.

The peer group used to benchmark compensation levels for Suncor's senior executives in 2017, including the NEOs identified on page 22, is approved by the HR&CC. The peer group and selection criteria are regularly reviewed by the HR&CC and include energy sector specific companies, financial and operational comparability, nature and scope of operations and represent a primary market for executive talent.

Our peer group for 2017 is comprised of the 16 North American based energy companies listed below and provides a robust sample to ensure that compensation changes made by a single company do not unduly influence benchmark data. In Canada, we include pipeline companies, since there are fewer comparable large upstream and integrated energy companies and because pipeline companies form part of our labour market. In the U.S., where there are many more large upstream and integrated companies, we limit the peer companies to comparable upstream and integrated energy companies.

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For our NEOs and other senior executives, Suncor's 2017 total direct compensation structure is targeted at the median of the Suncor Compensation Peers, which are identified below. The same peer group is used for benchmarking director compensation.

Canada		U.S.
Canadian Natural Resources Limited (CNQ)		Anadarko Petroleum Corporation (APC)
Cenovus Energy Inc. (CVE)		Apache Corporation (APA)
Enbridge Inc. (ENB)		Chesapeake Energy Corporation (CHK)
Encana Corporation (ECA)		Chevron Corporation (CVX)
Husky Energy Inc. (HSE)		ConocoPhillips (COP)
Imperial Oil Limited (IMO)		Devon Energy Corporation (DVN)
TransCanada Corporation (TRP)		EOG Resources Inc. (EOG)
		Hess Corporation (HES)
		Marathon Oil Corporation (MRO)

A similar peer group of companies is used in determining the relative TSR performance for our PSU grants as described on page 56. Differences in the two peer groups reflect the specific purpose of each group (i.e., benchmarking of executive pay versus comparing company shareholder return performance).

Suncor ranks as one of the largest companies, as compared to the Suncor Compensation Peers, in relation to revenues, market capitalization and assets.

The chart below shows Suncor's ranking as compared to the Suncor Compensation Peers.

(1)

Percentile rank for Revenue and Assets is based on information reported for the nine months ended September 30, 2017 and as at September 30, 2017, respectively. Where applicable, values are converted to Canadian dollars based on the exchange rate on September 30, 2017.

(2)

Percentile rank for Market Capitalization is based on information reported as of December 31, 2017. Where applicable, values are converted to Canadian dollars based on the exchange rate on December 29, 2017.

30   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Executive Share Ownership Guidelines.   Suncor strongly believes that executives' interests should be aligned with the interests of Suncor's shareholders. One of the key ways we reinforce this is by requiring executives to have personal holdings in Suncor common shares or share equivalents equal to a multiple of their annual base salary.

The share ownership guidelines for our executives are reviewed periodically to ensure they continue to be market competitive and consistent with good governance practice. These guidelines visibly demonstrate alignment of executives' interests with those of Suncor's shareholders and are supported by market data.

2017 and 2018 Guidelines.   The share ownership guideline level must be achieved by the end of the fifth year after appointment to an executive position or promotion to a more senior executive position. On promotion to a more senior executive position, the prior guideline level must be maintained at the new base salary level.

Only Suncor common shares and DSUs count toward fulfillment of the guidelines; PSUs, restricted share units ("RSUs") and stock options do not. Where share ownership guidelines have not been met within the prescribed period, executives must use the cash payout from their annual incentive award, a current vested PSU grant payout, or other cash resources to immediately satisfy any shortfall to the current share ownership guideline for their level.

The share ownership guidelines for 2017 remain competitive with the Suncor Compensation Peers and no changes have been made for 2018.

The following table sets forth the compliance of each NEO with the share ownership guidelines as at December 31, 2017. All NEOs are in compliance with their current share ownership guideline.

Holdings (2)

NEO

Executive Share Ownership Guideline Level

Compliance Date for achieving Guideline Level

Current Requirement at December 31, 2016 (1)

Shares

DSUs

Holding Value ($)

Multiple of Annual Salary held in Shares and DSUs

S.W. WILLIAMS

6 × annual salary

December 31, 2020

5 × annual salary

411 666

45 336

21 090 645

14.8 × annual salary

A. COWAN

3 × annual salary

December 31, 2019

N/A (3)

16 873

46 060

2 904 358

4.6 × annual salary

M.S. LITTLE (4)

4 × annual salary

December 31, 2021

3 × annual salary

51 435

47 657

4 573 110

5.1 × annual salary

M.R. MACSWEEN

3 × annual salary

December 31, 2017

3 × annual salary

34 850

54 439

4 120 701

7.4 × annual salary

S.D.L. REYNISH

3 × annual salary

December 31, 2017

3 × annual salary

14 371

40 432

2 529 137

4.4 × annual salary

(1)

The current requirement level, where indicated, reflects the share ownership level that must be maintained until the compliance date, based on the NEO's position prior to promotion to their current role.

(2)

The holdings shown in the foregoing table for Suncor common shares and DSUs are rounded for display purposes.

(3)

Mr. Cowan commenced employment with Suncor on July 21, 2014. Accordingly, share ownership targets as at December 31, 2017 are not applicable to him.

(4)

Mr. Little's share ownership guideline level remained at 4x annual salary, with a compliance date of December 31, 2021, effective with his previous appointment to the position of President, Upstream.

President and CEO Hold Requirement.   The President and CEO must maintain his share ownership level for one year following his retirement, which aligns with current good governance practices and shareholder interests.

Total Direct Compensation Components.   Total direct compensation, made up of base salary, an annual incentive and mid- to long-term incentives, is designed to reward short-term results and achievement of sustained longer-term performance in key business areas that enable the operational and financial results important to our shareholders.

Incentive or variable performance contingent compensation represents a significant portion of total direct compensation for senior executives. The percentage of variable performance contingent total direct compensation increases with greater levels of responsibility. The following chart outlines the elements of total direct compensation, as well as other compensation and benefit related elements.

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(1)

For the leader of a business unit, the 50% Business Unit component is based on 30% of the leader's business unit performance and 70% of the weighted average performance of all four business units of Suncor. This reinforces alignment to Suncor's integrated strategy and reflects the important role collaboration plays in delivering sustained company performance. For the President and CEO and executives in corporate functions, the 50% is based on the weighted average performance of all four business units of Suncor. 2017 business units for the purpose of AIP are as follows: Oil Sands & In Situ; Exploration & Production ("E&P"); Downstream; and Major Projects.

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Key LTI Plan Terms.   Suncor's business involves strategic investments over long periods of time. With stock options and PSUs as key elements of long-term incentive ("LTI") compensation, NEOs are fully aligned with the economic interests of our shareholders over a medium- and long-term horizon, are significantly leveraged to Suncor's share price performance from an ultimate compensation standpoint and are rewarded based on a balance between relative TSR performance (PSUs) and absolute share price performance (stock options). The following table provides the key LTI plan features for equity awards provided to the NEOs and other executives as part of their competitive compensation.

		Performance Share Units (PSUs)		Stock Options
Term		Three years		Seven years
Description		Share units with a value that mirrors common shares and a performance condition that determines the vesting level (between 0% and 200% of grant)		Options to acquire common shares
Frequency		Granted annually		Granted annually
Performance Condition		TSR performance relative to peers		Value is only realized when the common share price exceeds the exercise price
Vesting		After a three year performance period Vesting level is subject to performance condition achievement and HR&CC approval		1 / 3 vest each year starting on January 1 of the year following the annual grant and are based on the share price at the time of grant
Payout		Paid out in cash following the end of the three year performance period based on units held, vesting level and market value of a common share		On exercise, acquire common shares at the price determined at the time of grant
Employment Termination (1)		Resignation – share units are cancelled Involuntary Termination – share units are cancelled Retirement – share units are held to end of the performance period and paid out based on vesting level		Resignation – unvested options are cancelled; vested options may be exercised for up to the earlier of three months or expiry Involuntary Termination – unvested options are cancelled; vested options may be exercised for up to the earlier of three months or expiry Retirement – unvested options vest immediately and all options held may be exercised up to the earlier of three years or expiry

(1)

For NEOs, certain terms and conditions may vary per their employment termination agreement.

Executive Equity Compensation Hedging.   Pursuant to Suncor's policies, executives are not permitted to engage in short selling in shares or purchase financial instruments (including, for greater certainty, puts, options, calls, prepaid variable formal contracts, equity swaps, collars or units of exchange funds) that are designed to hedge or offset a change in the market value of common shares or other securities held by an executive.

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Compensation of the Named Executive Officers

Compensation Decision-Making.   The compensation of the President and CEO and the other NEOs is determined through a structured annual process followed by the HR&CC to ensure it aligns with shareholder interests, rewards executives for performance achieved and enables Suncor to attract and retain talented executives.

The steps below illustrate the performance and compensation planning process which includes consideration of market information, governance practices, trends and advice from our executive compensation consultants.

Step 1:    Review pay philosophy, peer group and program design. Benchmark compensation levels and assess trends. Determine pay mix, pay at risk and establish the compensation structure for the upcoming year.

Step 2:    Review and approve corporate and business unit goals and metrics and President and CEO personal goals. Review and approve annual and longer term compensation program results. Review disclosure of prior year compensation decisions and program results.

Step 3:    Monitor company progress and evaluate in-year performance under compensation programs.

Step 4:    Evaluate company and President and CEO performance and determine compensation that will be recommended to the Board. Review compensation for other senior executives.

2017 Total Direct Compensation.   The 2017 base salary, annual incentive and long-term incentive awards for each NEO are covered in the tables that follow in this section. Information on Suncor's AIP and performance in 2017 is provided on pages 35 to 38. Details on each NEO's performance, and their total direct compensation for 2015 to 2017 are provided on pages 39 to 43.

Base Salary.   On March 1, 2017, NEO base salaries were increased by the percentages displayed in the following table. The increases reflect their demonstrated capabilities and ensure that their base salaries are competitive with the market for their positions. Mr. Little received two salary increases in 2017. Mr. Little's base salary was increased from $650,000 to $675,000 effective January 1, 2017 and then to $900,000 upon his promotion to Chief Operating Officer effective December 1, 2017. The second increase aligns to the significant expansion in the scope and responsibilities of Mr. Little's new portfolio and with market levels for similarly complex roles among the Suncor Compensation Peers.

		Base Salary 2017 ($)		Increase from 2016 (%)		Base Salary 2016 ($)
S.W. WILLIAMS		1 425 000		3.6		1 375 000
A. COWAN		625 000		0.0		625 000
M.S. LITTLE		900 000		38.5		650 000
M.R. MACSWEEN		560 000		3.7		540 000
S.D.L. REYNISH		570 000		3.6		550 000

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Annual Incentive Plan (AIP).    Suncor's AIP rewards our NEOs and other AIP participants based on performance achieved versus the measures and targets approved for the Corporate and Business Unit components and the annual goals approved for the Personal component. The charts to the right display the weight for each of the AIP performance components, and provide a further breakdown of the Business Unit component of AIP showing the guideline weight for each value driver. Awards under the AIP are determined based on the combination of the weighted performance for the components.

The 2017 Corporate component of the AIP is comprised of two key corporate-wide financial measures, FFO and ROCE, which Suncor believes are important indicators of the company's financial strength and profitability. Target performance for the Corporate component of the AIP represents levels of FFO and ROCE that are determined based on key influencers such as production guidance, capital and operating costs, budget price for Brent crude, among others.

For the Business Unit component, each business unit scorecard under the AIP has between four and nine standard performance measures across the five value driver areas for a total of more than 25 measures across the four business units, along with business unit specific measures in each unit. The overall score for the weighted average Business Unit component of the AIP for NEOs is determined on the combination of performance of each of the four business units and the weighting assigned to each unit.

Performance targets for the measures in each business unit are based on the budget (for example, production target) or on improvement (for example, 10% improvement over the prior three year average). The maximum 200% target for the performance range generally represents a 10% improvement on the best performance over the past three years, while the 0% target of the performance range generally represents performance equal to or better than the lowest result over the past three years (i.e. no payout for poor performance).

Governance of the AIP is comprehensive. Reviews of performance measures, weightings, targets and results are carried out at the business unit, corporate and HR&CC level.

Information on the performance of the NEOs under the Personal component of the AIP can be found beginning on page 39 and information on the calculation of their 2017 AIP awards can be found on page 38.

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Annual Incentive Plan Performance.   In 2017, performance on the key corporate measures (FFO & ROCE) was above target, while business unit results reflected an overall strong operating performance.

The following table summarizes the overall 2017 performance results for the Corporate and Business Unit components of the Suncor AIP and the aggregate scores achieved in each Performance Area, including performance highlights.

AIP Component Weight (1)		Overall Score (3)		Performance Area (5)		Key Measures (6)		Performance Highlights		Aggregate Component Score (3)(8)(9)
Corporate Measure (30%)		172 (4)		FFO (20%) ROCE (10%)		FFO and ROCE		Achieved FFO (7) of $9.1 billion and ROCE (7) of 8.6% versus AIP targets of $7.7 billion and 5.3% respectively.		172
				Safety		Recordable Injury Frequency ("RIF"), Loss of Primary Containment and other Business Unit Specific Measures		Strong overall safety performance Above target performance for Oil Sands, E&P and Downstream tempered by below target performance in Major Projects Overall RIF continues to be lower than industry average		130
				Sustainability		Number of Environmental Regulatory Non-Compliances, Energy Intensity and other Business Unit Specific Measures		Very strong sustainability performance across all business units with significantly fewer non-compliance events than anticipated Major Project excelled with zero non-compliance events		164
Business Unit (2) (50%)		142		Base Business		Production, Cash Costs, Asset Availability and other Business Unit Specific Measures		Continued strong overall performance for all business units Oil Sands and E&P increased synthetic crude and conventional oil production, respectively, while operating sales and general (OS&G) costs were below target on a per barrel basis Downstream crude utilization and asset availability significantly above target		138
				Growth		Execution of Growth Plan, Projects and other Business Unit Specific Measures		Above target performance for all business units Oil Sands progress on autonomous haulage system exceeded expectations Major Projects' Fort Hills project contributed to bitumen volumes through froth production		149
				Workforce & Organizational Performance		Business Unit Specific Measures (e.g. training, productivity, employee engagement)		Significant progress in the area of training compliance and advancing diversity/inclusion strategy		139

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(1)

Does not include the Personal performance component, which represents the remaining 20% of the AIP.

(2)

2017 business units for the purpose of AIP are as follows: Oil Sands & In Situ; E&P; Downstream; and Major Projects.

(3)

The scoring opportunity for the Corporate Measure and Business Unit components of AIP range from 0 to a maximum of 200, with a score at target of 100.

(4)

For 2017, FFO of $9.7 billion and ROCE of 9.4% (maximum target) was required for a maximum score of 200% for the Corporate component of AIP; FFO of $5.8 billion and ROCE of 1.4% (minimum target) would have resulted in no payout in relation to the Corporate Measure; and FFO and ROCE results between the minimum and maximum target levels would provide payouts on a sliding scale of between 0% and 200%.

(5)

In 2017, the target weightings for the performance areas in each of the business units resulted in overall company target weightings for the five Performance Areas within the Business Unit component of AIP as follows: 20% for Safety, 15% for Sustainability, 40% for Base Business, 10% for Growth and 15% for Workforce & Organizational Performance.

(6)

Certain measures may not be applicable to all business units. Measures provided are for illustrative purposes.

(7)

FFO and ROCE are non-GAAP measures. Cash flow provided by operating activities, which includes changes in non-cash working capital, for 2017 was $8.966 billion. See the "Advisories" section.

(8)

For 2017, the threshold measure for determining if any payments will be made under the AIP was based on a minimum FFO requirement. For a full payout under the 2017 AIP program to occur, a FFO target of $5.8 billion had to be achieved.

(9)

The Performance Area scores for the Business Unit component of AIP reflect the aggregate scores achieved across all of the business units. Performance for individual business units will vary from the aggregate scores.

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2017 AIP Awards.   The table below displays the calculation of the AIP award for each NEO based on the three AIP components and the final award amounts approved for 2017 performance. The AIP award for Mr. Williams was determined by the HR&CC and approved by the Board. The AIP awards for the other NEOs were determined by Mr. Williams with review by the HR&CC.

The calculations to determine the awards displayed in the tables below are comprised of two steps: first – determine the Overall Performance Factor based on the AIP components, and second – determine the AIP Award Payout.

2017 AIP Awards – Performance Factor
		Corporate Performance [A]						Business Unit Performance [B]						Individual Performance [C]						Overall Performance Factor [F]
Name		Weight × Corporate Factor				Total Factor [A]		Weight × Business Unit Factor (1)				Total Factor [B]		Weight × Individual Factor				Total Factor [C]		[A+B+C]
S.W. WILLIAMS				1.72		0.52				1.42		0.71				2.82		0.56		1.79
A. COWAN				1.72		0.52				1.42		0.71				1.55		0.31		1.54
M.S. LITTLE		30%		1.72		0.52		50%		1.42		0.71		20%		1.22		0.24		1.47
M.R. MACSWEEN				1.72		0.52				1.41		0.70				2.11		0.42		1.64
S.D.L. REYNISH				1.72		0.52				1.42		0.71				1.76		0.35		1.58

2017 AIP Awards – Payout												Payout % vs Target Opportunity
Name		Annualized Base Salary December 31, 2017 [D]		AIP Target [E]		Overall Performance Factor [F]		Calculated AIP Award [D × E × F] (2)		Approved AIP Award Payout		Target (100%)		Maximum (220%)		Approved AIP Award as a % of Target
S.W. WILLIAMS		$1 425 000		125%		1.79		$3 189 000		$3 189 000		$1 781 250		$3 918 750		179%
A. COWAN		$625 000		75%		1.54		$720 000		$720 000		$468 750		$1 031 250		154%
M.S. LITTLE		$900 000		91% (3)		1.47		$1 200 000		$1 200 000		$817 500		$1 798 500		147%
M.R. MACSWEEN		$560 000		75%		1.64		$690 000		$690 000		$420 000		$924 000		164%
S.D.L. REYNISH		$570 000		75%		1.58		$675 000		$675 000		$427 500		$940 500		158%

(1)

For Messrs. Williams, Cowan and Reynish, the Business Unit factor is based on the weighted average performance of all four business units. For Messrs. Little and MacSween, the Business Unit factor is based on both the performance of the business units they lead and the weighted average of all four business units (see footnote 1 on page 32).

(2)

Small calculation differences are due to rounding of the individual factors.

(3)

Mr. Little's AIP target increased to 100% on his appointment to COO effective December 1, 2017. As a result his blended AIP target for 2017 is 91%.

Long-Term Incentive (LTI).   The table below displays the 2017 equity award of stock options and PSUs and the value at grant in February 2017 for each of the NEOs and the grant in December 2017 to Mr. Little in connection with his appointment as Chief Operating Officer. The equity awards considered: the market target value for the equity awards at the median of the Suncor Compensation Peers; individual performance as determined by the Board in the case of Mr. Williams; individual performance as determined by Mr. Williams in the case of the other NEOs; and the previous year's equity award received by each NEO under the SOP and the PSU Plan.

For more information on Suncor's equity plans, see "Summary of Incentive Plans". For further details on each NEO's 2017 equity award and total compensation for 2017, see the "Summary Compensation Table".

Name		Options		PSUs		RSUs (1)		Option Value ($)		PSU Value ($)		RSU Value ($)		Total ($)
S.W. WILLIAMS		755 000		120 800		—		4 847 100		5 077 224		—		9 924 324
A. COWAN		220 000		35 200		—		1 412 400		1 479 456		—		2 891 856
M.S. LITTLE		300 600		48 080		—		1 948 364		2 031 935		—		3 980 299
M.R. MACSWEEN		215 000		34 400		7 000		1 380 300		1 445 832		307 930		3 314 062
S.D.L. REYNISH		215 000		34 400		7 000		1 380 300		1 445 832		307 930		3 134 062

(1)

Messrs. MacSween and Reynish were awarded RSUs to recognize the expansion in the scope and responsibilities with their respective appointments.

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2017 Performance

Steven W. Williams, President and CEO

Steve Williams ensured Suncor continued to deliver value to shareholders in 2017 through increased cash flow and profitability. He effectively led the company, driving operating efficiencies, improving operating performance, reducing costs and delivering regional synergies while advancing the Fort Hills project. He maintains a strong focus on operational excellence, capital discipline and profitable growth, and continues to be recognized externally for his commitment and leadership on environmental, social, and governance issues.

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2017 Key Performance Results

•

Suncor achieved operating earnings ⁽¹⁾ of $3.188 billion, net earnings of $4.458 billion and shareholder returns including $2.124 billion in dividends and $1.413 billion in share repurchases. Suncor generated $9.139 billion in FFO ⁽¹⁾ , including record FFO of more than $3 billion in Q4 and cash flow provided by operating activities, including changes in non-cash working capital, of $8.966 billion. Suncor also achieved overall total average production of 685.3 mboe/d compared to 622.8 mboe/d in 2016. Oversaw efforts to drive operating efficiencies, performance and synergies with Syncrude. Suncor also reduced environmental regulatory non-compliance and environmental reportable releases.

•

Suncor continued to focus on safety, however a contractor was fatally injured during excavation activities in Oil Sands in Q4. Suncor achieved a Recordable Injury Frequency metric of 0.40 in 2017 and continues work to reduce high risk incidents through a Serious Injury and Fatality program and ongoing engagement with contractors.

•

Reinforced Suncor's commitment to capital discipline, sustaining significant cost reductions achieved between 2014 and 2016. Annual Oil Sands operations cash operating costs ⁽¹⁾ per barrel decreased to $23.80 in 2017 from $26.50 in 2016 – the lowest annual costs by Suncor in over a decade. Also leveraged Suncor's strong financial position to support growth objectives. Evaluated corporate development opportunities, exercising capital discipline. Completed East Tank Farm Development transaction with two First Nations; purchased equity interest in PetroNor; and sold Petro-Canada Lubricants business and its interests in the Cedar Point and Ripley wind facilities.

•

Technology strategy in place to improve environmental and cost performance and mitigate long-term constraints. Initiatives include reducing GHG intensity, improving tailings technology, autonomous haulage systems, digital/operational technologies.

•

Safe and steady ramp up of production at Fort Hills, developed in stages to level load resources and allow progressive turnover of assets, and early testing of mine, primary extraction and utilities.

•

Positively influenced global reputation of oil sands and Suncor. Launched climate report, promoted progressive climate policy, received Peter Lougheed Award for Leadership in Public Policy.

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(1)

Operating earnings, FFO and Oil Sands operations cash operating costs are non-GAAP measure. See the "Advisories" section.

2017 Total Direct Compensation

Mr. Williams received a base salary increase of 3.6% effective March 1, 2017, taking his annual salary to $1,425,000. The AIP award of $3,189,000 represents 179% of his target opportunity and is based on Suncor's and Mr. Williams' performance. Mr. Williams' long term incentive grant value was $9,924,324, in the form of stock options and PSUs, as indicated in the chart below. The actual value of the award will vary depending on Suncor's future share price and TSR performance relative to Suncor's peers.

Total Direct Compensation ($)		Value of Long Term Incentives (2015-2017) ($)

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   39

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Alister Cowan, Executive Vice President and Chief Financial Officer

Mr. Cowan was appointed Executive Vice President and Chief Financial Officer in July 2014. He is responsible for directing Suncor's financial operations, including controllers, investor relations, treasury, tax, internal audit and enterprise risk management. His efforts are focused on the integrity and reporting of all financial, management and risk information, ensuring that Suncor has the financial strength necessary to execute the company's strategic plans and engaging with shareholders and the broader investment community.

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2017 Key Performance Results

•

Developed and executed financing and debt management strategies to maintain a strong investment grade credit rating for Suncor's capital program while managing significant near-term debt maturities while increasing returns to shareholders.

•

Key initiatives included the early redemption of notes having an aggregate value of over $3.0 billion, originally due in 2018, the restructuring of bank facilities and the issuance of US $750 million of 4.00% senior unsecured notes due in 2047.

•

Continued to focus on increasing returns to shareholders. In 2017 this included a 10% dividend increase and the reinstatement of a normal course issuer bid program, under which $1.413 billion in shares was repurchased in 2017.

•

Continued to drive capital discipline, cost management strategies and profitable growth across the company, resulting in further operating cost reductions in the year.

•

Played an integral role in significant divestment activity during the year as Suncor generated $2.1 billion in proceeds from the sale of non-core assets.

•

Made significant progress in successfully resolving various ongoing tax disputes related to income and property taxes.

•

Continued to enhance the leadership and performance capabilities of the Finance team, as well as further reducing its size and cost.

•

Played a significant role in enhancing Suncor's profile and relationships with the investment community, meeting with a wide range of key company stakeholders and actively participating in conference calls, presentations and meetings with a wide range of investors, analysts, government and community leaders. Increased focus on environment, social and governance issues and communication with stakeholders.

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2017 Total Direct Compensation

Mr. Cowan did not receive a base salary increase in 2017. The AIP award of $720,000 represents 154% of his target opportunity and is based on Suncor's and Mr. Cowan's performance. Mr. Cowan's long term incentive grant value was $2,891,856, in the form of stock options and PSUs, as indicated in the chart below. The actual value of the award will vary depending on Suncor's future share price and TSR performance relative to Suncor's peers.

Total Direct Compensation ($)		Value of Long Term Incentives (2015-2017) ($)

40   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Mark S. Little, Chief Operating Officer

Mr. Little was appointed Executive Vice President, Upstream in 2014 and named President, Upstream in January 2017. On December 1, 2017, he became Chief Operating Officer and is responsible for all upstream and downstream operations and enabling functions of the company.

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2017 Key Performance Results

•

Traditional safety indicators pointed to strong safety performance in a number of areas during 2017. Specific initiatives included continuing with further personal and process safety enhancements and implementation of an enterprise-wide enhanced contractor management process. Mr. Little was also instrumental in the formation of Energy Safety Canada to enhance industry safety performance and related training.

•

Continued a strong focus on cost management and reliability in 2017. Compared to 2016, Oil Sands operations cash operating costs per barrel ⁽¹⁾ decreased by more than 10% to $23.80. This, combined with a 10% increase in total Upstream production, paved the way for significant cash generation to fund the Fort Hills and Hebron growth projects.

•

Oversaw Fort Hills' operating journey to first oil which included an extensive test of primary extraction – the plant's front end – and played a key role in successfully starting up the plant and achieving bitumen froth production.

•

Played a critical leadership role in the successful evaluation of autonomous haulage systems at one of the company's mines. As a result, Suncor plans to deploy the transformative technology across its operated mines over the next six years.

•

Led efforts to achieve strategic alignment among Syncrude owners to unlock synergy and improvement opportunities. Helped mitigate the impact of the facility incident that occurred at Syncrude in the first quarter of 2017 by accelerating the implementation of initiatives between Suncor and Syncrude such as bitumen trucking, lodge management and key personnel secondments.

•

Played an instrumental role in closing agreements with two First Nations for the purchase of a combined 49 percent interest in Suncor's East Tank Farm Development, the most significant business investment ever made in Canada by First Nations.

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(1)

Operating earnings, FFO and Oil Sands operations cash operating costs are non-GAAP measure. See the "Advisories" section.

2017 Total Direct Compensation

Mr. Little received a base salary increase effective December 1, 2017 on his appointment to Chief Operating Officer, increasing his salary to $900,000. This increase ensured his base salary was competitively positioned in line with the scope and responsibilities of his new position. The Board had previously approved a base salary increase to $675,000 in recognition of Mr. Little's promotion to President, Upstream effective January 1, 2017.

The AIP award of $1,200,000 represents 147% of his target opportunity and is based on Suncor's and Mr. Little's performance. Mr. Little's long term incentive grant value was $3,980,299, in the form of stock options and PSUs, as indicated in the chart below. The actual value of the award will vary depending on Suncor's future share price and TSR performance relative to Suncor's peers.

Total Direct Compensation ($)		Value of Long Term Incentives (2015-2017) ($)

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   41

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Michael R. MacSween, Executive Vice President, Upstream

Mr. MacSween was appointed Executive Vice President, Major Projects in 2012 where he led the safe and cost-effective engineering, procurement and construction activities for Suncor's growth projects in the upstream, downstream and renewable energy portfolios. On December 1, 2017, he was appointed Executive Vice President, Upstream, with responsibility for all current and future operated and non-operated production, including Oil Sands, In Situ, Fort Hills operations, E&P and Syncrude optimization.

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2017 Key Performance Results

•

Led Major Projects in advancing Suncor's growth strategy by safely delivering key assets to Suncor's portfolio, including the East Tank Farm Development and the Fort Hills project.

•

Ensured that the Fort Hills mine, primary extraction, utilities and froth assets were all successfully commissioned. The majority of the Fort Hills plant was proven operational and safely run at full capacity through test runs. Safety performance throughout commissioning was industry-leading in terms of preparation and execution with no serious injuries reported.

•

Oversaw efforts to effect continued improvements to well pad execution, resulting in improvement in capital efficiency, establishing Suncor as an industry leader in well pad development.

•

Initiated organizational restructuring, which enabled the transition of the Major Projects group to a corporate centre of expertise. As a result, key talent has been retained and operational efficiencies captured through the implementation of standardized processes.

•

Continued to advance Suncor's business and community interests through tenure as Board Member and Chair of the Canadian Welding Bureau, Board Member of the Calgary United Way, and Board Member of Go Productivity, including serving as Chair of the Energy Project Alignment & Delivery Project (PADD).

---

2017 Total Direct Compensation

Mr. MacSween received a base salary increase of 3.7% effective March 1, 2017, taking his annual salary to $560,000. The AIP award of $690,000 represents 164% of his target opportunity and is based on Suncor's and Mr. MacSween's performance. Mr. MacSween's long term incentive grant value was $3,134,062, in the form of stock options, PSUs and RSUs as indicated in the chart below. The actual value of the award will vary depending on Suncor's future share price and TSR performance relative to Suncor's peers.

Total Direct Compensation ($)		Value of Long Term Incentives (2015-2017) ($)

42   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Stephen D.L. Reynish, Executive Vice President, Strategy & Operations Services

Mr. Reynish was appointed Executive Vice-President, Strategy & Corporate Development in January 2014, with responsibilities for developing and communicating the optimal development strategy for Suncor, executive management over Suncor's supply chain and purchasing function, development of long range business plans, acquisitions and divestment initiatives, oversight of large-scale commercial activities and representing Suncor's interests in operated and non-operated oil sands projects. On December 1, 2017, he was appointed Executive Vice President, Strategy & Operations Services, with his accountabilities broadened to include environment, health and safety, digital technology, enterprise technical services and projects.

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2017 Key Performance Results

•

Effectively guided Suncor's ongoing portfolio optimization, strategy development and supply chain efforts. Beginning December 1, 2017, he took on additional responsibilities in the areas of projects, environment, health and safety and enterprise and digital technology.

•

Continued to play a lead role in the capital project review process that manages capital allocations throughout the company. This included leading the commercial team in successfully resolving a dispute between the Fort Hills project owners, resulting in an increased working interest in the project for Suncor. Also played a leading role in the sale of a combined 49% interest in the East Tank Farm Development to the Fort McKay and Mikisew Cree First Nations.

•

Through the supply chain function, led the team in achieving further sustainable reductions in operating and overhead costs to increase Suncor's competitiveness including the operation of a regional materials control centre to reduce cost through reduced inventory levels and streamlined transportation logistics. Corporate wide operating costs were further reduced during 2017. Contract re-negotiation and management initiatives continued in 2017 and will remain ongoing through 2018.

•

Provided oversight of material and manpower movements to the operating sites in the Wood Buffalo region as part of Suncor's logistics support function.

•

Continued to work to ensure company-wide understanding of corporate strategy, joint venture structures and projects, as well as associated commercial opportunities and risks through a series of presentations in various areas and levels throughout Suncor.

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2017 Total Direct Compensation

Mr. Reynish received a base salary increase of 3.6% effective March 1, 2017, taking his annual salary to $570,000. The AIP award of $675,000 represents 158% of his target opportunity and is based on Suncor's and Mr. Reynish's performance. Mr. Reynish's long term incentive grant value was $3,134,062, in the form of stock options, PSUs and RSUs as indicated in the chart below. The actual value of the award will vary depending on Suncor's future share price and TSR performance relative to Suncor's peers.

Total Direct Compensation ($)		Value of Long Term Incentives (2015-2017) ($)

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   43

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Looking Ahead to 2018:

The HR&CC did not make any changes to the 2017 executive compensation structure for 2018.

A modest base salary increase budget was approved for executives in 2018.

---

On February 8, 2018, the Board approved a grant of options and PSUs to the NEOs effective February 22, 2018, as displayed in the table below, under the terms of the SOP and the PSU Plan. The exercise price of these options is $42.99 and the grant price of the PSUs is $42.99.

Name		Options		PSUs
S.W. WILLIAMS		736 500		117 840
A. COWAN		210 000		33 600
M.S. LITTLE		375 000		60 000
M.R. MACSWEEN		205 000		32 800
S.D.L. REYNISH		205 000		32 800

Executive Compensation Alignment with Shareholder Value

In an industry subject to commodity price cycles, Suncor's focus is on long-term value growth and returns for shareholders. Suncor's common shares closed at $46.15 on the TSX at December 29, 2017, an increase of approximately 5% over the year before. From 2012 to 2017, Suncor's share price increased by approximately 41%. The following performance graph shows Suncor's cumulative TSR for the past five years. The graph also shows the total direct compensation of our NEOs (as reflected in the Summary Compensation Table on page 48) over this period. The total direct compensation of the NEOs has been generally consistent with TSR, as a substantial portion of NEO total direct compensation is linked to Suncor's share price and therefore is aligned with shareholders.

Performance Graph ^{(1) (2)}

(1)

The graph reflects the total cumulative return, assuming the reinvestment of all dividends, of $100 invested on December 31, 2012 in each of Suncor common shares, the S&P/TSX Composite (TRIV) Index and the S&P/TSX Capped Energy (TRIV) Index.

(2)

The year-end values of each investment shown on the graph are based on the share price appreciation plus dividend reinvestment.

44   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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President and CEO Realizable Pay.   The aggregate five-year realizable pay chart shows the President and CEO's realizable total direct compensation compared to his pay opportunity at December 31, 2017 for the five-year period from 2013 to 2017. The realizable pay value is approximately 53.6% higher than the pay opportunity level. The realizable pay level supports pay for performance alignment, as the mid- to long-term incentive value is in line with TSR performance compared to peers and absolute share price performance.

The table below compares the grant date value of total direct compensation (pay opportunity), as reflected in the Summary Compensation Table, to the President and CEO's realizable total direct compensation for the period 2013 to 2017. Over the same period, the current value of $100 invested in Suncor's common shares was $162, which exceed the actual value earned and outstanding to Mr. Williams for $100 awarded in total direct compensation at only $154.

Year		Total Direct Compensation (Pay Opportunity) (1) ($000s)		Realizable Total Direct Compensation as at Dec. 31, 2017 (2) ($000s)		Performance Period
2013		12 852		20 448		Dec 31, 2012 to Dec 31, 2017
2014		12 266		21 324		Dec 31, 2013 to Dec 31, 2017
2015		12 811		20 134		Dec 31, 2014 to Dec 31, 2017
2016		11 865		23 433		Dec 31, 2015 to Dec 31, 2017
2017		14 529		13 465		Dec 31, 2016 to Dec 31, 2017
2013-2017		64 323		98 804		Dec 31, 2012 to Dec 31, 2017

(1)

Includes salary and annual incentive earned and the grant date fair value of annual mid- to long-term awards granted in the particular year and for the aggregate period reported using the valuation methodology described in the Summary Compensation Table in Suncor's management proxy circulars for the Performance Period listed.

(2)

For the particular year and for the aggregate period reported, includes salary and annual incentive earned and annual mid- to long-term incentives granted valued as follows: (i) value (market price received less exercise price) of options that were granted in that particular year and that were exercised as at or prior to December 31, 2017; (ii) the "in-the-money" value (as at December 31, 2017) of options that were granted in that particular year and that had not been exercised as at December 31, 2017; (iii) value attributed to PSUs that were granted in that particular year and that had vested as at December 31, 2017; (iv) value (as at December 31, 2017) attributed to PSUs, which assumes a 100% performance factor, that were granted in that particular year and that have not vested as at December 31, 2017.

President and CEO Look Back.   The HR&CC annually reviews a broader analysis of the total compensation earned and accruing to the President and CEO since his appointment and relating it to the TSR during the same period.

In its recent review, the HR&CC compared the total accrued compensation earned by the President and CEO since his appointment in 2012 up to December 31, 2017 to both the absolute increase in market capitalization, and the relative increase in market capitalization versus a relevant index over the same period, and found it to be reasonable.

NEO Realizable Pay.   The pay opportunity and realizable pay for total direct compensation for the NEOs over the period from 2013 to 2017 are shown in the chart below. For this five year period, the realizable pay value, which is a snapshot at December 31, 2017, for total direct compensation for the NEOs was approximately 51% higher than the pay opportunity, as determined in accordance with the methodology described in the footnotes for the Realizable Pay – Total Direct Compensation chart below. The higher realizable pay value for total direct compensation for the NEOs is generally consistent with the trend of total return on investment indicated for Suncor in the TSR performance graph provided above.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   45

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Suncor's strong operational performance during the five year period resulted in above target payouts under the AIP component of total direct compensation. The realizable value of total direct compensation demonstrates the pay-for-performance design of Suncor's programs that reward TSR performance achieved relative to peer companies under the PSU Plan and Suncor's absolute share price performance over the applicable five year period.

Realizable Pay – Total Direct Compensation in millions ($) ^{(1) (2) (3)}

(1)

Mr. Cowan commenced employment with Suncor on July 21, 2014 and is therefore not included in the 2013 values.

(2)

The Pay Opportunity bars in the graph illustrate the total direct compensation pay opportunity, as reported in the Summary Compensation Table at December 31 for the particular year reported, and in the case of the Aggregate 5 Year Total, a sum of the pay opportunity reported for 2013 to 2017. The Pay Opportunity includes salary and annual incentive earned during the year reported and the grant date fair value of annual mid- to long-term awards granted in the particular year reported using the valuation methodology described in the Summary Compensation Table in Suncor's management proxy circulars for the particular year reported.

(2)

The Realizable Pay bars in the graph illustrate the total direct compensation realizable pay of the particular year reported, and in the case of the Aggregate 5 Year Total, a sum of the realizable pay reported for 2013 to 2017. The Realizable Pay includes salary and annual incentive earned during the particular year reported and annual mid- to long-term incentives granted during the particular year valued as follows: (i) value (market price received less exercise price) of options that were granted in that particular year and that were exercised as at or prior to December 31, 2017; (ii) the "in-the-money" value (as at December 31, 2017) of options that were granted in that particular year and that had not been exercised as at December 31, 2017; (iii) value attributed to PSUs that were granted in that particular year and that had vested as at December 31, 2017; (iv) value (as at December 31, 2017) attributed to PSUs, which assumes a 100% performance factor, that were granted in that particular year and that have not vested as at December 31, 2017; (v) value attributed to DSUs where applicable that were granted in that particular year, which vested immediately, valued at December 31, 2017; and (vi) value (as at December 31, 2017) attributed to RSUs where applicable that were granted in that particular year and that have not matured as at December 31, 2017.

Cost of Management.   The following table includes the aggregate total direct compensation for all NEOs compared to Suncor's FFO for the years ended, and market capitalization as at, December 31, 2017 and 2016.

		2017		2016
Total direct compensation of all NEOs (1)		$33.4		$26.0
Total direct compensation as a percentage (%) of FFO (2) for the year ended December 31		0.37%		0.43%
Total direct compensation as a percentage (%) of Suncor's Market Capitalization as at December 31		0.04%		0.04%

(1)

Values reported in millions. Total direct compensation includes salary and annual incentives earned during the particular year reported and the grant date fair value of annual mid- to long-term incentive awards granted in the particular year reported using the valuation methodology described in the Summary Compensation Table in Suncor's 2017 management proxy circular and in the management proxy circular for the particular year reported.

(2)

FFO is a non-GAAP measure. See "Advisories" section.

46   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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COMPENSATION DISCLOSURE OF NAMED EXECUTIVE OFFICERS

Aggregate Equity Holdings.   The following table provides the aggregate equity holdings of the NEOs for the years ended December 31, 2016 and 2017, indicating the net change during 2017 and the total value at risk as at December 31, 2017.

		December 31, 2016										December 31, 2017
Name		Shares		DSUs (1)(2)		PSUs (1)(3)		Options		RSUs (1)		Shares		DSUs (1)(2)		PSUs (1)(3)		Options		RSUs (1)
S.W. WILLIAMS		404 810		43 957		267 217		3 228 000		—		411 666		45 336		268 370		3 783 000		—
A. COWAN		16 873		28 945		85 065		592 800		10 049		16 873		46 060		77 901		812 800		—
M.S. LITTLE		47 004		28 131		88 572		1 025 000		—		51 435		47 657		94 624		1 225 600		—
M.R. MACSWEEN		30 264		46 167		86 818		831 400		—		34 850		54 439		78 885		963 000		7 000
S.D.L. REYNISH		12 079		25 733		81 870		585 000		7 511		14 371		40 432		77 076		723 333		7 000

		Net change during 2017
Name		Shares		DSUs (1)		PSUs (1)		Options		RSUs (1)
S.W. WILLIAMS		6 856		1 379		1 153		555 000		—
A. COWAN		—		17 115		(7 164	)	220 000		(10 049	)
M.S. LITTLE		4 431		19 526		6 052		200 600		—
M.R. MACSWEEN		4 586		8 272		(7 934	)	131 600		7 000
S.D.L. REYNISH		2 292		14 699		(4 794	)	138 333		(511	)

		Value at Risk
Name		Value of Shares (4) ($)		Value of DSUs (4) ($)		Value of PSUs (4) ($)		Value of Options (5) ($)		Value of RSUs (4) ($)		Total Value at Risk ($)		Multiple of Salary (#)
S.W. WILLIAMS		18 998 386		2 092 259		12 385 291		37 542 610		—		71 018 546		49.8
A. COWAN		778 689		2 125 669		3 595 140		6 576 420		—		13 075 918		20.9
M.S. LITTLE		2 373 725		2 199 385		4 366 902		12 014 646		—		20 954 658		23.3
M.R. MACSWEEN		1 608 328		2 512 374		3 640 529		9 374 200		323 050		17 458 480		31.2
S.D.L. REYNISH		663 222		1 865 916		3 557 063		6 361 278		323 050		12 770 528		22.4

(1)

DSUs, PSUs and RSUs include dividend reinvestment. DSUs, PSUs and RSUs are rounded for display purposes.

(2)

NEOs may elect to receive a portion of their AIP award in DSUs in lieu of cash.

(3)

Excludes PSU grants that vested December 31, 2016, in the case of values reported for 2016, and PSU grants that vested December 31, 2017, in the case of values reported for 2017.

(4)

Share-Based Awards are calculated based on the actual units, including the fractional units, as at December 31, 2017. The value of shares and share-based awards are calculated based on the closing price of a Suncor common share on the TSX as at December 29, 2017 ($46.15). PSUs are projected at a 100% payout.

(5)

Value of options is based on the "in-the-money" amount of the exercisable and non-exercisable options held as at December 31, 2017. The "in-the-money" amount is the difference between the closing price of a Suncor common share on the TSX as at December 29, 2017 ($46.15) and the exercise price of the option.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   47

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Summary Compensation Table.   The following table provides information concerning compensation paid to the NEOs for the years ended December 31, 2017, 2016 and 2015.

Name and Principal				Salary		Share- Based Awards (1)		Option- Based Awards (2)		Non-equity incentive plan compensation ($)				Pension Value (4)		All Other Compensation (5)		Total Compensation
Position		Year		($)		($)		($)		Annual (3)		Long-Term		($)		($)		($)
S.W. WILLIAMS		2017		1 415 769		5 077 224		4 847 100		3 189 000		—		117 600		173 309		14 820 002
President and Chief		2016		1 375 000		4 082 882		3 657 000		2 750 000		—		(545 100	)	162 561		11 482 343
Executive Officer		2015		1 375 000		4 668 000		4 008 000		2 760 000		—		(771 300	)	160 795		12 200 495
A. COWAN		2017		625 000		1 479 456		1 412 400		720 000		—		627 800		46 875		4 911 531
Executive Vice President		2016		625 000		1 181 211		1 058 000		665 000		—		585 300		46 875		4 161 386
and Chief Financial Officer		2015		625 000		1 633 800		1 402 800		675 000		—		602 500		169 766		5 108 866
M.S. LITTLE		2017		687 404		2 031 935		1 948 364		1 200 000		—		4 837 500		51 682		10 756 885
Chief Operating Officer		2016		650 000		1 283 925		1 150 000		765 000		—		600 900		48 750		4 498 575
		2015		650 000		1 633 800		1 402 800		800 000		—		543 100		49 070		5 078 770
M.R. MACSWEEN		2017		556 308		1 753 762		1 380 300		690 000		—		695 800		32 757		5 108 927
Executive Vice President,		2016		540 000		1 232 568		1 104 000		560 000		—		453 700		29 700		3 919 968
Upstream		2015		540 000		1 633 800		1 402 800		650 000		—		467 800		29 700		4 724 100
S.D.L. REYNISH		2017		566 308		1 753 762		1 380 300		675 000		—		728 500		34 418		5 138 288
Executive Vice President,		2016		550 000		1 181 211		1 058 000		570 000		—		552 000		41 514		3 952 725
Strategy & Operations		2015		550 000		1 517 100		1 302 600		620 000		—		515 500		37 506		4 542 706
Services

(1)

For share-based awards, the fair value of awards at the grant date reflects the number of PSUs, RSUs or DSUs awarded multiplied by the grant price. We use this methodology for consistency with market practice and with the methodology used in competitive market analysis. For PSUs and RSUs, the grant price was calculated as the average of the high and low common share prices on the five trading days preceding the grant date. For DSUs, the grant price was calculated as the average of the high and low common share prices on the trading day preceding the grant date. For the grant prices of share-based awards granted to the NEOs, see Schedule B.

(2)

Suncor values its option-based awards using the Black Scholes methodology, which is in accordance with International Financial Reporting Standards, for consistency with the accounting valuation. For option-based awards, the fair value of the awards at the grant date reflects the number of options awarded multiplied by the accounting fair value price. The fair value of the 2017 option award was $6.42. The fair value was calculated using the following assumptions: common share weighted average price of $42.04, expected life of 4.4 years, volatility of 25%, risk free rate of 1.09% and dividend yield of 3.04%. For information on the 2016 and 2015 options, refer to the Summary Compensation Table in Suncor's 2017 and 2016 management proxy circulars, respectively.

(3)

Consists solely of awards earned under Suncor's AIP. Awards earned and included under AIP for 2017 performance were paid in 2018. Similarly, awards earned and included for 2016 and 2015 were paid in the year following the year in which they were earned.

(4)

The Pension Value reflects the compensatory change as disclosed in the tables under the "Defined Benefits Plans" and the "Defined Contribution Plans" sections on page 52.

(5)

For all of the NEOs, All Other Compensation for 2017 includes actual costs incurred by Suncor related to company contributions to the Suncor savings plan which provides up to 7.5% of basic earnings on a matching basis on behalf of the individual. For Mr. Williams, the value also includes the aggregate total of annual flexible perquisites allowance of $50,000 which is a taxable benefit that is paid in two installments semi-annually and gross ups for taxes associated with flights on the corporate jet of approximately $17,000. With the exception of Mr. Williams, the aggregate amount of annual perquisites and other personal benefits did not exceed the lesser of $50,000 or 10% of the total annual salary for each NEO for the 2017 financial year and are not included in the All Other Compensation value.

48   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Share-Based Awards and Option-Based Awards.   The following table provides certain information about option-based awards and share-based awards outstanding for the NEOs as at December 31, 2017. For further details, including the exercise price and expiration date, of each option-based award held by the NEOs as at December 31, 2017, see Schedule B.

		Option-Based Awards				Share-Based Awards
Name		Aggregate number of securities underlying unexercised options		Aggregate value of unexercised "in-the-money" options (1) ($)		Aggregate number of shares or units of shares that have not vested (2)		Aggregate market or payout value of share- based awards that have not vested (2)(3) ($)		Aggregate market or payout value of vested share-based awards not paid out or distributed (4) ($)
S.W. WILLIAMS		3 783 000		37 542 610		268 370		12 385 291		13 741 683
A. COWAN		812 800		6 576 420		77 901		3 595 140		6 202 968
M.S. LITTLE		1 225 600		12 014 646		94 624		4 366 902		6 276 683
M.R. MACSWEEN		963 000		9 374 200		85 885		3 963 579		6 589 672
S.D.L. REYNISH		723 333		6 361 278		84 076		3 880 113		5 651 978

(1)

Value of options is based on the "in-the-money" amount of the exercisable and non-exercisable options held as at December 31, 2017. The "in-the-money" amount is the difference between the closing price of a Suncor common share on the TSX as at December 29, 2017 ($46.15) and the exercise price of the option.

(2)

Includes PSUs granted under the PSU Plan which were held by the NEOs as at December 31, 2017. Excludes PSUs issued in 2015 that vested December 31, 2017. In the case of Messrs. MacSween and Reynish, also includes RSUs granted under the Restricted Share Unit Plan (the "RSU Plan") which were held as at December 31, 2017. The total number of PSUs and RSUs, if applicable, are rounded for display purposes.

(3)

Value of PSUs is calculated based on the actual units, including the fractional units, multiplied by the closing price of a Suncor common share on the TSX as at December 29, 2017 ($46.15). PSUs are projected to pay out at target. Under the PSU Plan, PSUs may vest between 0% and 200% based on performance at the end of the three-year period. See "Summary of Incentive Plans – Performance Share Unit Plan" for details. Value of RSUs is calculated based on the actual units, including the fractional units, multiplied by the closing price of a Suncor common share on the TSX as at December 29, 2017 ($46.15).

(4)

Share-based awards include DSUs granted under the DSU Plan which were held by the NEOs as at December 31, 2017. DSUs cannot be redeemed until an NEO ceases to be an employee. Value of DSUs calculated based on the closing price of a Suncor common share on the TSX as at December 29, 2017 ($46.15). This amount also includes PSUs issued in 2015 under the PSU Plan that vested on December 31, 2017 and paid out in February 2018. The value of these PSUs is based on actual payout.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   49

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Incentive Plan Awards – Value Vested or Earned During the Year.   The following table provides the value of option-based awards on the vesting date, the value of share-based awards that vested during the year ended December 31, 2017, and the value of non-equity incentive plan compensation earned during the year ended December 31, 2017, for the NEOs.

Name		Option-Based awards – Value vested during the year (as at vesting date) (1) ($)		Share-Based awards – Value vested during the year (2)(3) ($)		Non-equity incentive plan compensation – Value earned during the year (4) ($)
S.W. WILLIAMS		6 068 847		11 649 424		3 189 000
A. COWAN		1 399 571		4 742 298		720 000
M.S. LITTLE		2 041 029		4 842 298		1 200 000
M.R. MACSWEEN		1 864 397		4 357 298		690 000
S.D.L. REYNISH		1 793 769		4 356 063		675 000

(1)

One-third of each of the options that were granted under the SOP in 2014, 2015 and 2016 vested in 2017.

(2)

This amount includes PSUs issued in 2015 under the PSU Plan that vested on December 31, 2017 and paid out in February 2018. Values reflected are based on actual payout.

(3)

For Messrs. Cowan, Little, MacSween and Reynish, this amount represents DSUs issued in lieu of a cash award for all or part of their 2016 AIP, which were granted in 2017. Value of DSUs calculated based on grant price.

(4)

Refers to annual incentive payouts made under the AIP delivered in February 2018, for recognition of performance in 2017.

Option Exercises – Value Realized During the Year.   The following table provides the number of Suncor common shares acquired upon the exercise of options as well as the aggregate value realized upon the exercise of these options during the year ended December 31, 2017 for the NEOs.

Name		Common Shares Acquired on Option Exercise		Aggregate Value Realized (1) ($)
S.W. WILLIAMS		154 000		1 332 457
A. COWAN		—		—
M.S. LITTLE		100 000		436 672
M.R. MACSWEEN		75 000		517 600
S.D.L. REYNISH		76 667		913 734

(1)

The aggregate value realized equals the difference between the value of the option and the market price of the Suncor common shares on the TSX at time of exercise.

50   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Suncor Retirement Arrangements.   The Suncor Energy Pension Plan is a registered pension plan that provides retirement income to Suncor employees and former employees, including Messrs. Williams, Cowan, Little, MacSween and Reynish. Retirement income is based on a defined contribution account balance, or depending upon the employees' eligibility, based on a combination of a defined benefit pension payment, including an employee-paid benefit feature, and a defined contribution account balance. All of the NEOs participate in the combination provision of the plan.

In addition to the pension provided under the Suncor Energy Pension Plan, certain executive officers may receive supplemental retirement payments under the terms of the SERP. Under the terms of the SERP, any new participants must be approved by the HR&CC. Nine persons who are currently members of Suncor senior executive management were participants in the SERP as at December 31, 2017.

The SERP is a non-registered supplemental retirement arrangement designed to attract mid-career executives with a competitive career based pension that features an up-front accrual. This attraction element is balanced by features that limit the executive pension by: (i) requiring that an executive provide five years of service to be entitled to SERP benefits, which is five years more than the service required under the Suncor Energy Pension Plan; (ii) limiting service to Suncor related experience only, both for vesting and benefit accrual purposes; (iii) limiting the executive's total pension to 50%, unless there is total service greater than 25 years, in which case the maximum is 70% of executive remuneration; and (iv) limiting executive remuneration to a maximum of two times base salary (base salary plus annual incentive target bonus of up to 100% of base salary). All of the NEOs are members of the SERP. Additional details of the SERP follow.

•

Executive employment commences at the date of entry into the SERP.

•

The SERP pension is based on the executive's remuneration multiplied by a combined accrual rate of 5% per year of executive employment plus a pension formula percentage determined in respect of the Suncor Energy Pension Plan relating to service prior to becoming an executive, limited to a combined accrual rate of 50%. The pension increases by an additional 1.5% of the executive's remuneration for executive employment earned after the executive completes 25 years of service. The total pension is limited to 70% of the executive's remuneration, as described below.

•

Executive remuneration is an annualized amount of average salary plus target bonus for the best consecutive 36 months of the last 180 months of continuous service. Target bonus cannot exceed 80% of base salary for senior executives and 100% for the CEO and COO.

•

Five years of executive employment including, where applicable, the period of notice of termination or payment in lieu of such notice, are required for rights under the SERP to vest. Executive officers with less than five years of executive employment are not eligible to receive supplemental retirement payments under the SERP except in the event of a change of control, or a loss of employment upon or after the occurrence of certain specified events.

•

SERP payments for retirement prior to age 60 will be reduced by ⁵ / ₁₂ ^th of 1% for each month that the executive retires before age 60; no reduction is applied for retirement after age 60.

•

The normal form of payment on retirement, and the basis on which benefits in the table under "Defined Benefit Plans" are computed is, for married executives, joint and survivor, with 50% to the non-member surviving spouse; and for single executives, for life, with ten years guaranteed.

•

A portion of retirement income is payable by the Suncor Energy Pension Plan, including both the defined benefit and defined contribution components, and a portion is payable under the SERP. Canada Pension Plan payments are in addition to payments under the Suncor pension plans.

•

Trust arrangements have been established to provide for the long-term funding of Suncor's non-U.S. taxpayer SERP obligations.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   51

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Defined Benefit Plans.   The following table summarizes the retirement income of each of the NEOs under the defined benefit provisions of Suncor's pension arrangements.

			Annual Benefits Payable (2)
Name	Number of years credited service (1)		As at December 31, 2017 ($)		At age 65 ($)		Defined Benefit Obligation as at January 1, 2017 (3) ($)		Compensatory change (4) ($)		Non- compensatory change (5) ($)		Defined Benefit Obligation as at December 31, 2017 (3) ($)
S.W. WILLIAMS	16		1 386 776		1 386 450		21 356 079		115 750		1 693 829		23 165 658
A. COWAN	3		186 106		543 270		1 729 116		625 950		515 641		2 870 707
M.S. LITTLE	9		535 584		586 244		7 047 696		4 835 650		1 285 379		13 168 725
M.R. MACSWEEN	22		460 317		636 071		5 953 263		693 950		977 736		7 624 949
S.D.L. REYNISH	6		288 261		482 489		3 719 097		726 650		472 158		4 917 905

(1)

For Mr. MacSween, credited service reflects executive employment of seven years plus 15 years of service accrued under the Suncor Energy Pension Plan prior to becoming an executive.

(2)

Represents the estimated annual pension, excluding any employee paid ancillary benefits and before any applicable early retirement reduction that would be received by the NEO based on actual pensionable service to the stated date and actual executive remuneration as at December 31, 2017.

(3)

The defined benefit obligation is the estimated value of the pension obligation to the date indicated using the actuarial assumptions and methods that are consistent with those used in determining the pension obligation as disclosed by Suncor in its consolidated financial statements. See note 24 in Suncor's consolidated financial statements for the year ended December 31, 2017. The methods and assumptions used to determine the estimated amounts may not be identical to those used by other companies and as a result may not be directly comparable to the amounts disclosed by other companies.

(4)

Compensatory change represents the increase (decrease) in the pension obligation for 2017 related to the annual service cost, compensation changes higher or lower than assumptions and the impact of plan changes, if any. This amount may fluctuate significantly from year-to-year as changes in compensation impact the pension obligation for all years of credited service.

(5)

Includes items such as, but not limited to, interest on the obligation, changes in assumptions for future salary projections and changes to the discount rate.

Defined Contribution Plans.   Under the combination provision of the Suncor Energy Pension Plan, applicable to all of the NEOs, Suncor makes contributions to the defined contribution accounts for all employees of 1% of basic earnings, plus up to an additional 1.5% of basic earnings on a 50% matching basis. All contributions to the defined contribution accounts are subject to maximum levels.

Under the Suncor Energy Pension Plan, employees may invest the balance of their accounts in a broad range of investment funds made available by the plan; an employee's investment return is based upon the market returns earned by each fund in which the employee has chosen to invest his or her contributions. At retirement, employees may transfer the balance of their accounts to a pension account as prescribed by law or the company may purchase an annuity on behalf of the employee.

The following table summarizes the defined contributions accounts of each of the NEOs.

Name		Accumulated value as at January 1, 2017 ($)		Compensatory ($)		Accumulated value as at December 31, 2017 ($)
S.W. WILLIAMS		32 803		1 850		35 490
A. COWAN		21 064		1 850		26 505
M.S. LITTLE		36 416		1 850		41 048
M.R. MACSWEEN		209 302		1 850		234 694
S.D.L. REYNISH		41 977		1 850		46 583

52   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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TERMINATION AGREEMENTS AND CHANGE OF CONTROL ARRANGEMENTS

Termination Agreements

Suncor has employment termination agreements with each of the NEOs.

If NEOs are terminated by Suncor, other than for just cause, or resign within 120 days following a constructive dismissal event (each a "Termination Event"), NEOs are compensated based on their remuneration.

Notice Period Provisions.   For the NEOs, should a Termination Event occur, the termination agreements provide a 24-month notice period. Cash payments are provided (i) for base salary and annual incentive during the notice period, (ii) for SOP options which, but for the Termination Event, would have become exercisable during the notice period unless the NEO is eligible for retirement, in which case, under the terms of the SOP, unvested options would vest immediately and the option term would be reduced to the earlier of three years or expiry, and (iii) for PSUs and RSUs that would pay out during the notice period based on a performance factor calculated as at the date of termination unless the NEO is eligible for retirement, in which case the PSUs and RSUs would be held until the end of the performance or maturity period (in the case of RSUs) and paid per the terms of the PSU and RSU plans, and for Mr. Cowan that are pro-rated for the period he was employed during the performance or maturity period. The NEOs receive credited service under the SERP for the notice period.

Double Trigger Provisions and Change of Control.   Suncor's termination agreements with the NEOs are "double trigger", and as such provide for payments based only upon involuntary termination or constructive dismissal following a change of control.

Under the SOP, the PSU Plan and the RSU Plan, a change of control generally includes a transaction or series of transactions whereby any person or combination of persons, acting jointly or in concert, beneficially owns, directly or indirectly, or exercises control or direction over, 35% or more of the outstanding voting securities of Suncor or its successor.

NEOs with less than five years of executive service may become eligible to receive supplemental retirement payments under the SERP in the event of a change of control of Suncor, after the occurrence of certain specified corporate changes, or for certain executives, after a substantial decrease in such executive's responsibilities. In addition, Suncor has entered into certain trust arrangements for non-U.S. taxpayers to secure its obligations under the SERP upon a change in control of Suncor.

Governance.   The HR&CC annually reviews the status of termination agreements and change of control arrangements for Suncor's senior executives and periodically reviews current governance trends and market practices. Based on the HR&CC's review of governance trends and market practices, amendments may be made to agreement terms for new participants.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   53

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Termination and Change of Control Benefits

The table below shows the incremental amounts to which the NEOs would be entitled under the circumstance of a termination and/or change of control on December 31, 2017.

Type of Termination (1)		Base Salary ($)		Short-Term Incentive (2) ($)		Long-Term Incentive (3)(4) ($)		Pension (5) ($)		Total Payout ($)
S.W. WILLIAMS
Resignation (6)		—		—		13 008 800		—		13 008 800
Retirement		—		—		13 008 800		—		13 008 800
Termination (Without Cause) (7)		2 850 000		3 562 500		13 008 800		610 296		20 031 596
Change of Control (8)		2 850 000		3 562 500		13 008 800		610 296		20 031 596
Change of Control (9)		—		—		13 008 800		—		13 008 800
A. COWAN
Resignation		—		—		—		—		—
Retirement (10)		—		—		—		—		—
Termination (Without Cause) (7)		1 250 000		937 500		3 555 895		3 453 915		9 197 310
Change of Control (8)		1 250 000		937 500		6 938 411		3 453 915		12 579 826
Change of Control (9)		—		—		—		1 996 692		1 996 692
M.S. LITTLE
Resignation (6)		—		—		4 332 868		—		4 332 868
Retirement		—		—		4 332 868		—		4 332 868
Termination (Without Cause) (7)		1 800 000		1 800 000		4 332 868		4 072 231		12 005 099
Change of Control (8)		1 800 000		1 800 000		4 332 868		4 072 231		12 005 099
Change of Control (9)		—		—		4 332 868		—		4 332 868
M.R. MACSWEEN
Resignation		—		—		—		—		—
Retirement (10)		—		—		—		—		—
Termination (Without Cause) (7)		1 120 000		840 000		9 748 785		579 796		12 288 581
Change of Control (8)		1 120 000		840 000		10 044 052		579 796		12 583 847
Change of Control (9)		—		—		—		—		—
S.D.L. REYNISH
Resignation (6)		—		—		3 801 178		—		3 801 178
Retirement		—		—		3 801 178		—		3 801 178
Termination (Without Cause) (7)		1 140 000		855 000		3 801 178		1 968 802		7 764 980
Change of Control (8)		1 140 000		855 000		3 801 178		1 968 802		7 764 980
Change of Control (9)		—		—		3 801 178		—		3 801 178

(1)

In the case of all the NEOs, for termination with cause, no incremental value will be realized.

(2)

Short-Term Incentives include incremental annual bonus entitlement.

(3)

In the case of Mr. Cowan for termination (without cause), Long-Term Incentive includes the incremental value of "in-the-money" unvested option-based awards that vest during the notice period, calculated as the difference between the closing price of a Suncor common share on the TSX as at December 29, 2017 ($46.15) and the exercise price of the option. Under a change of control with involuntary termination, Long-Term Incentive includes the incremental value of all "in-the-money" unvested option-based awards that vest at termination, calculated in the case of a termination (without cause) noted above, and the incremental value of PSUs and RSUs held, pro-rated for active period of time in plan, that vest at termination, calculated as per the applicable Plan. PSUs are based on the performance level at December 31, 2017.

(4)

In the case of Mr. MacSween, for termination (without cause), Long-Term Incentive includes the incremental value of all "in-the-money" unvested option-based awards that vest during the notice period, calculated as the difference between the closing price of a Suncor common share on the TSX as at December 29, 2017 ($46.15) and the exercise price of the option, and the incremental value of PSUs held, calculated as per the PSU Plan and

54   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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based on performance level at December 31, 2017. Under a change of control with involuntary termination, Long-Term Incentive includes the incremental value of all "in-the-money" unvested option-based awards and the incremental value of PSUs held that vest at termination, calculated as in the case of a termination (without cause) noted above.

(5)

In the event of termination (without cause) each NEO is granted an additional two years of pension service in respect of the notice period under the terms of their respective termination agreements. In addition, with a change in control, any non-vested NEOs would be immediately vested in the SERP. In the event of change in control (voluntary termination), immediate SERP vesting is the only benefit; there are no further incremental pension benefits payable under this scenario.

(6)

In the event of their resignation, Messrs. Williams, Little and Reynish are retirement eligible. The value includes the incremental value of all "in-the-money" unvested option-based awards held that vest as a result of their resignation. The values are calculated as the difference between the closing price of a Suncor common share on the TSX at December 29, 2017 ($46.15) and the exercise price of the option.

(7)

Includes a resignation by the NEO in the 120 day period following a constructive dismissal.

(8)

Assumes involuntary termination on change of control.

(9)

Assumes voluntary termination on change of control.

(10)

Messrs. Cowan and MacSween were not eligible for retirement as of December 31, 2017.

INDEBTEDNESS OF DIRECTORS, EXECUTIVE OFFICERS AND SENIOR OFFICERS

No current or proposed director, executive officer or employee of Suncor, or any former director, executive officer or employee of Suncor, or any associate of any of the foregoing, is, or has been at any time during 2017, excluding routine indebtedness, indebted to Suncor or its subsidiaries, either in connection with the purchase of Suncor securities or otherwise.

SUMMARY OF INCENTIVE PLANS

The following table sets forth information in respect of securities authorized for issuance under our equity compensation plans as at December 31, 2017.

Plan Category	Number of securities to be issued upon exercise of outstanding options (a)		Percentage of issued and outstanding		Weighted-average exercise price of outstanding options ($) (b)		Number of securities remaining available for future issuance under equity compensation plans (excluding securities reflected in column (a)) (c)		Percentage of issued and outstanding
Equity compensation plans approved by security holders	29 915 134		1.8%		36.58		28 971 940		1.8%
Equity compensation plans not approved by security holders	1 194 982		0.07%		46.41		—		—
Total	31 110 116		1.9%		36.96		28 971 940		1.8%

The numbers shown beside "Equity compensation plans approved by security holders" refer to options granted under the SOP and the closed Suncor Executive Stock Plan. The numbers shown beside "Equity compensation plans not approved by security holders" refer to the closed Suncor Key Contributor Stock Option Plan. In 2017, there were 6,223,184 options exercised pursuant to Suncor's incentive plans.

Suncor Energy Stock Option Plan.   The SOP provides for the grant of stock options to purchase Suncor common shares, as well as the grant of SARs to eligible employees of Suncor. Eligible employees are persons who provide services to Suncor or any of its subsidiaries or partnerships and for whom we are required by law to make income source withholdings. The maximum number of common shares issuable pursuant to the SOP is 58,568,714 common shares (or 3.6% of the total issued and outstanding common shares on December 31, 2017).

Options entitle the holder to purchase Suncor common shares at a price not less than the Market Value (as defined below) of the shares on the date of grant. Where SARs are granted on a stand-alone basis, each SAR entitles the holder to receive, upon exercise, payment equal to the difference between the Market Value of a share on exercise and the Market Value of a Suncor common share on the date of grant. The options and SARs generally have a term of seven years with a vesting schedule of one third per year over three years. "Market Value" means the simple average of the daily high and low prices at which Suncor common shares were traded in one or more board lots on the TSX over the five trading days immediately

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   55

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preceding the date of grant or exercise date, as the case may be. The exercise price of each option granted cannot be less than the fair market value of a common share at the time of grant.

In 2013, Suncor's Board approved amendments to the SOP, including requiring that shareholder approval must be obtained to grant options to a non-employee director. This amendment was consistent with Suncor's discontinuance of option grants to non-employee directors effective January 1, 2009. In 2017, the Board, as well as the shareholders, approved amendments to the SOP to increase the number of common shares reserved for issuance thereunder by 25,000,000 common shares.

Also in 2017, the HR&CC approved administrative amendments to the SOP to: remove the references in the SOP to limited appreciation rights as these are no longer granted by Suncor; remove the ability to grant options to non-employee directors, which is consistent with our practice of not granting options to non-employee directors; and revise the definition of "Settlement Day" to reflect the change to a "T+2" market practice (collectively, the "2017 SOP Administrative Amendments"). Shareholder approval was not obtained in connection with the 2017 SOP Administrative Amendments due to the nature of the amendments. See "Additional Terms of Equity Compensation Plans" below.

Due to legislative changes in 2010 under the Income Tax Act (Canada), Suncor no longer grants SARs or tandem SARs to Canadian employees.

Performance Share Unit Plan.   PSUs form a minimum of 50% of the equity component of total direct compensation for executives. A PSU award may pay out based on a vesting level between 0% and 200% of the number of PSUs awarded contingent upon Suncor's performance relative to a peer group of companies over a three-year period. PSUs provide for notional dividend re-investment.

The selection of peer group companies for a PSU grant is based on a number of criteria including size (revenue and market capitalization), industry and business scope (integrated and exploration and production companies), oil weighting, peers of peers (the companies most often used as peer companies) and beta and stock behavior. The selection criterion is reviewed periodically and approved by the HR&CC. The PSU peer group is reviewed annually for new grants, adjusted as appropriate and approved by the HR&CC.

The peer group and related information for the 2016 and 2017 PSU awards are displayed below.

Anadarko Petroleum Corporation		Chevron Corporation		Husky Energy Inc.
Apache Corporation		ConocoPhillips		Imperial Oil Limited
BP plc		Devon Energy Corporation		Marathon Oil Corporation
Canadian Natural Resources Limited		EOG Resources Inc.		Occidental Petroleum Corporation
Cenovus Energy Inc.		Hess Corporation		Total SA

(1)

Percentile rank for Revenue and Assets is based on results reported for the nine months ended September 30, 2017 and as at September 30, 2017, respectively. Where applicable, values are converted to Canadian dollars based on the exchange rate on September 30, 2017.

(2)

Percentile rank for Market Capitalization is based on results reported as of December 31, 2017. Where applicable, values are converted to Canadian dollars based on the exchange rate on December 31, 2017.

56   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Vesting of PSU awards is determined based on Suncor's TSR relative to peer companies and its resulting company grouping rank as displayed in the table below.

Company TSR Rank		Performance Factor (% of PSUs vesting)
1-3		200%
4-5		175%
6-7		150%
8-9		100%
10-11		75%
12-13		50%
14 and below		0%

Following a robust process, at the end of the three-year PSU grant performance period, TSR is measured, company grouping rank and performance factor are determined and, if applicable, a payout is made to participants in cash. The final payout value is based on the number of vested PSUs (including dividend equivalents) multiplied by the market price of a Suncor common share, as calculated under the PSU Plan provisions.

Since inception in 2004, 33% of PSU grant vesting levels have been below target, including three which were at 0%, 17% were at target and 50% have been above target based on relative TSR performance compared to the peer group. The last three PSU grant vesting levels have been above target, reflecting Suncor's consistently strong TSR relative to peer companies.

PSUs do not count towards the assessment of executive share ownership levels for purposes of the share ownership guidelines. Upon payout, executives must use the cash payout, or other cash resources, to purchase Suncor common shares on the open market toward satisfying any unmet share ownership guidelines at the compliance date.

Restricted Share Unit Plan.   The RSU Plan was established in January 2009 by the HR&CC. Under the plan, RSUs are granted to middle management as part of their competitive compensation and may be granted on a targeted basis and to support attraction and retention of individuals with key skills at the professional, middle management and executive levels. As RSU value is tied directly to Suncor's share price, RSUs serve to further align participants with shareholder interests.

Each RSU is a right to a cash payment, equivalent in value to one Suncor common share based on the value of Suncor's average common share price for the last 20 trading days of the restricted period. Grants under the RSU Plan are administered by the HR&CC or its delegate. RSUs do not count towards the assessment of executive share ownership levels for purposes of the share ownership guidelines. The RSU Plan provides for notional dividend reinvestment.

Closed Plans.   The following table provides the key terms of the Suncor equity-based plans that are closed to new grants.

Year Approved

Plan Name (1)

Award Type

No. Outstanding at December 31, 2017 (% of outstanding shares)

Vesting Schedule

Expiry (2)

Performance Conditions

1992

Suncor Executive Stock Plan ("ESP")

Option

318 360 (0.02%)

1 / 3 per yr over 3 yrs

10 years

No

2000

Petro-Canada Deferred Stock Unit Plans (Eligible Employees of Petro-Canada) ("PCDSU") (3)

DSU

12 348

—

—

No

2004

Suncor Key Contributor Stock Option Plan ("SKCSO")

Option

1 194 982 (0.07%)

1 / 3 per yr over 3 yrs

10 years

No

2004

Petro-Canada Deferred Stock Unit Plan (Non-Employee Directors of Petro-Canada) ("PCCDSU") (4)

DSU

16 809

—

—

No

(1)

All plans closed effective August 1, 2009.

(2)

Period of time from grant date until maximum expiry. Where no period indicated, award will be automatically redeemed no later than 23 months following termination of employment, unless redeemed earlier under the terms of the respective plan.

(3)

This plan allowed eligible employees (as that term is defined in the plan) to elect to have their bonus payable in the next calendar year in DSUs.

(4)

Members (as that term is defined in the plan) could elect to receive all or a portion of their annual Board retainer and meeting fees in DSUs.

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Aggregate Potential Dilution.   The aggregate potential dilution of all issued, outstanding and authorized options under Suncor stock option plans was 3.66% at December 31, 2017. Suncor has no other equity compensation plans involving newly issued securities.

Burn Rate.   In 2017 there were 7,400,900 stock options granted under the SOP which resulted in a burn rate of 0.45%. In 2016 there were 8,145,400 stock options granted under the SOP which resulted in a burn rate of 0.51%, and in 2015 there were 7,131,800 stock options granted under the SOP which resulted in a burn rate of 0.49%.

Additional Terms of Equity Compensation Plans.

Issuance of Shares under Plans

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•

No one person or company is entitled to receive more than 5% of the issued and outstanding Suncor common shares pursuant to all equity-based compensation arrangements.

•

The aggregate number of Suncor common shares which may be reserved for issuance under the SOP and all other security-based compensation arrangements of Suncor, must not, within any one-year period be issued, or at any time under such arrangements be issuable, to insiders of Suncor (as defined in the TSX Company Manual) in an amount exceeding 10% of Suncor's total issued and outstanding securities.

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Amendment

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•

Each of the SOP, and the closed ESP and SKCSO contains an amendment provision providing that the Board may amend, suspend or terminate the respective plan as it, in its discretion, may determine, without shareholder approval except for those amendments specifically requiring shareholder approval as mandated by the respective plan including: (a) an increase in the number of securities reserved under the plan; (b) a reduction in an exercise price, or cancellation and reissue of options which benefits any option holder (other than as may be permitted by the TSX); (c) an amendment that extends the term of an award beyond its original expiry; and (d) allowing awards granted under the plan to be transferable or assignable other than for normal estate settlement purposes.

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Impact of Change of Control, Reorganization or Other Event Affecting the Corporation

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•

Suncor's equity compensation plans provide for adjustments to be made for the effect of certain events, including but not limited to, subdivision, consolidation, reorganization or other events which necessitate adjustments to the options in proportion with adjustments made to all Suncor common shares.

•

Upon a change of control, awards that have been granted under the SOP that remain outstanding on the change of control will be substituted with new awards on substantially the same terms and conditions. Provided the foregoing occurs, a holder's options will not vest upon or in connection with a change of control unless his or her employment is terminated within 12 months of the change of control (other than for cause), in which case the options will vest upon the holder's termination and shall expire three months following the termination date. However, where options that remain outstanding on a change of control are not substituted with new awards on substantially the same terms and in certain other circumstances (including at the discretion of the Board), the outstanding awards will immediately become exercisable. Any award not so exercised will expire at the closing of the change of control transaction.

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58   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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Termination of Employment

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•

Pursuant to the SOP, in the event of an employee's involuntary termination (other than for cause, death, permitted leave, retirement or in connection with a change of control) or voluntary termination of employment, unvested options expire immediately and vested options expire no later than three months from such termination. In the event of the holder's death, all options become exercisable by the holder's estate and shall expire no later than 12 months after the date of death. In the event of the holder's retirement, all options become exercisable and shall expire no later than 36 months after the date of retirement. If a holder is absent from work as a result of a permitted leave, the holder's options shall continue to vest for a period of 24 months from the date of commencement of the leave and the right to exercise such holder's options shall terminate no later than the expiration of 12 months from the date that is 24 months from the date of commencement of the leave. If the holder has not returned to active service prior to the expiration of 24 months from the date of commencement of the permitted leave then the holder's options which were not exercisable 24 months from the date of commencement of such leave shall immediately terminate. In the event of involuntary termination for cause, all options expire on the date of such termination.

•

There are no remaining unvested options under the ESP or the SKCSO. Pursuant to the ESP and the SKCSO, in the event of an employee's involuntary or voluntary termination of employment, vested options expire no later than six months from such termination. Vested options expire no later than 12 months after termination of employment due to death and no later than 36 months after termination of employment due to retirement. If a holder becomes entitled to disability benefits, the holder's right to exercise his or her options shall terminate no later than the expiration of twelve months from the date that is 24 months from the date of commencement of such entitlement.

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CLAW BACK POLICY

The Board approved the adoption of a claw back policy for Suncor in 2012. Under the claw back policy, in situations where: (i) the amount of incentive compensation received by an executive officer or former executive officer to whom the policy applies was calculated based or contingent upon the achievement of certain financial results that were subsequently the subject of, or affected by, a material restatement of all or a portion of the company's financial statements; (ii) the executive officer or former executive officer engaged in intentional misconduct or fraud that caused, or potentially caused, the need for the restatement, as admitted by the executive officer or, in the absence of such admission, as determined by a court of competent jurisdiction in a final judgment that cannot be appealed; and (iii) the incentive compensation payment received would have been lower had the financial results been properly reported, then the Board may, to the extent permitted by applicable laws and to the extent it determines that it is in the company's best interest to do so, require reimbursement of the amount by which the after-tax incentive compensation received by such executive officer under the company's annual and long-term incentive plans exceeded that which the executive officer would have received had the financial statements not been materially restated.

DIRECTORS' AND OFFICERS' INSURANCE

Policies purchased by Suncor provide insurance is for the directors and officers of Suncor against liability for any actual or alleged error, misstatement, misleading statement, act, omission, neglect or breach of duty in discharging their duties, individually or collectively. Suncor is insured under these policies in the event it is permitted or required by law to indemnify individual directors and officers, with a US$100 million limit. The policies are subject to certain exclusions, and provide for a corporate deductible of US$10 million in circumstances where Suncor indemnifies individual directors and officers. If Suncor is unable by law to indemnify individual directors and officers, including in an event of insolvency, there is no deductible and a US$200 million limit applies. In 2017, Suncor paid premiums of approximately US$1.8 million for directors and officers insurance for the 12-month period ending July 1, 2018.

ADVANCE NOTICE BY-LAW

In 2015, shareholders confirmed Amended and Restated By-Law No. 2, A By-Law Relating to Advance Notice of Nominations of Directors of the Corporation ("By-Law No. 2"), which establishes a framework for advance notice of nominations of persons for election to the Board. By-Law No. 2 sets deadlines for a certain number of days before a shareholders' meeting for a shareholder to notify the Corporation of his, her or its intention to nominate one or

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   59

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more directors, and explains the information that must be included with the notice for it to be valid. By-Law No. 2 applies at an annual meeting of shareholders or a special meeting of shareholders that was called to elect directors (whether or not also called for other purposes), and may be waived by the Board. It does not affect the ability of shareholders to requisition a meeting or make a proposal under the Canada Business Corporations Act .

In the case of an annual meeting of shareholders, notice must be given to the Corporation not less than 30 days prior to the date of the meeting; provided, however, that if the meeting is to be held on a date that is less than 50 days after the date on which the first public announcement of the date of the meeting was made, notice shall be made not later than the close of business on the tenth day following such public announcement. In the case of a special meeting (which is not also an annual meeting) of shareholders, notice must be given not later than the close of business on the fifteenth day following the date on which the first public announcement of the date of the meeting was made. In the case of an annual meeting of shareholders or a special meeting of shareholders called for the purpose of electing directors (whether or not also called for other purposes) where notice and access is used for delivery of proxy related materials, notice must be given not less than 40 days prior to the date of the meeting (but in any event, not prior to the date on which the first public announcement of the date of the meeting was made); provided, however, that if the meeting is to be held on a date that is less than 50 days after the date of such public announcement, notice shall be made, in the case of an annual meeting of shareholders, not later than the close of business on the tenth day following the date on which the first public announcement of the date of the meeting was made and, in the case of a special meeting of shareholders, not later than the close of business on the fifteenth day following the date of such public announcement. Shareholders should consult the full text of By-Law No. 2, which is available on Suncor's website at www.suncor.com and has been filed on SEDAR at www.sedar.com and on EDGAR at www.sec.gov.

As at the date of this management proxy circular, the Corporation had not received any additional director nominations.

CORPORATE GOVERNANCE

The Board is committed to maintaining high standards of corporate governance, and regularly reviews and updates its corporate governance systems in light of changing practices, expectations and legal requirements.

Suncor is a Canadian reporting issuer. Our common shares are listed on both the TSX and the New York Stock Exchange ("NYSE"). Accordingly, our corporate governance practices reflect applicable rules and guidelines adopted by the Canadian Securities Administrators (the "Canadian Requirements") and the U.S. Securities and Exchange Commission ("SEC"), including applicable rules adopted by the SEC to give effect to the provisions of the Sarbanes-Oxley Act of 2002 (collectively, the "SEC Requirements"). NYSE corporate governance requirements are generally not applicable to non-U.S. companies. However, Suncor has reviewed its practices against the requirements of the NYSE applicable to U.S. domestic companies ("NYSE Standards"). Based on that review, Suncor's corporate governance practices in 2016 and 2017 did not differ from the NYSE Standards in any significant respect, with the exceptions described in Schedule C to this management proxy circular under the heading, "Compliance with NYSE Standards".

Suncor's Statement of Corporate Governance Practices ("Statement") this year is based on the Canadian Requirements, as set out in National Policy 58-201 –  Corporate Governance Guidelines and National Instrument 58-101 –  Disclosure of Corporate Governance Practices . This Statement has been approved by the Board, on the recommendation of its Governance Committee. Suncor's Statement can be found in Schedule C to this management proxy circular.

ADDITIONAL INFORMATION

Additional information relating to Suncor, including financial information, is provided in Suncor's audited consolidated financial statements for the year ended December 31, 2017 and in its MD&A, which are included in our 2017 Annual Report. Copies of these documents are available without charge from Suncor at 150 – 6 ^th  Avenue S.W., Calgary, Alberta T2P 3E3, by calling 1-800-558-9071, or by e-mail request to info@suncor.com, or by referring to the company's profile on SEDAR at www.sedar.com or EDGAR at www.sec.gov.

60   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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ADVISORIES

This management proxy circular and the schedules hereto contain certain forward-looking statements and forward-looking information (collectively, "forward-looking statements") within the meaning of applicable Canadian and U.S. securities laws and other information based on Suncor's current expectations, estimates, projections and assumptions that were made by the company in light of information available at the time the statement was made and consider Suncor's experience and its perception of historical trends, including expectations and assumptions concerning: the accuracy of reserves and resources estimates; commodity prices and interest and foreign exchange rates; the performance of assets and equipment; capital efficiencies and cost savings; applicable laws and government policies; future production rates; the sufficiency of budgeted capital expenditures in carrying out planned activities; the availability and cost of labour, services and infrastructure; the satisfaction by third parties of their obligations to Suncor; the execution of projects; and the receipt, in a timely manner, of regulatory and third-party approvals. All other statements and information that address expectations or projections about the future, and statements and information about Suncor's strategy for growth, expected and future expenditures or investment decisions, commodity prices, costs, schedules, production volumes, operating and financial results, future financing and capital activities, and the expected impact of future commitments are forward-looking statements. Some of the forward-looking statements and information may be identified by words like "expects", "anticipates", "will", "estimates", "plans", "scheduled", "intends", "believes", "projects", "indicates", "could", "focus", "vision", "goal", "outlook", "proposed", "target", "objective", "continue", "should", "may", "potential", "future", "opportunity", "would" and similar expressions.

Forward-looking statements in this management proxy circular and the schedules hereto include references to: the business of and procedure for the annual general meeting; the composition of the Board following the annual general meeting; management's expectation that none of the nominees for director will be unable to serve as director; the intended aims of compensation for directors and NEOs; the commitment of the HR&CC to ensuring that senior executive compensation is aligned with shareholders' interests and supports Suncor's competitiveness and future success; the belief that an effective senior leadership team and dedicated employees will allow Suncor to execute its strategy and deliver strong results; the HR&CC's belief that there is no excessive pay disparity between Suncor's President and CEO and market pay, given Suncor's size and performance peers; Suncor's belief that the key executive compensation governance practices are consistent with best practice, support Suncor's business objectives and align with shareholder interests; Suncor's belief that success in its value drivers will drive long-term value for its shareholders; estimated values of compensation components and those of the Suncor Compensation Peers; that Suncor's compensation policies and programs do not encourage excessive risk that could have a material adverse effect on Suncor; the HR&CC's conclusion that it does not believe that there are any identified risks arising from the company's compensation policies and practices that are reasonably likely to have a material adverse impact on the company; Suncor's belief that it provides the right balance in its overall rewards program to attract, engage and retain talented, capable executives; Suncor's expectation that it will be able to deploy the transformative technology associated with autonomous haulage systems across its operated mines over the next six years; Suncor's belief that a diversity of backgrounds, opinions and perspectives and a culture of inclusion helps to create a healthy and dynamic work place which improves overall business performance; references to Suncor's social goal; that the contract re-negotiation and management initiatives which took place in 2017 will remain ongoing through 2018; the anticipated effects of Suncor's corporate governance practices and those of the Board of Directors; the anticipated timing of the retirement of directors from the Board; and Suncor's belief in diversity amongst Board members and its workforce and plans with respect to diversity.

Forward-looking statements are not guarantees of future performance and involve a number of risks and uncertainties, some that are similar to other oil and gas companies and some that are unique to Suncor. Suncor's actual results may differ materially from those expressed or implied by its forward-looking statements, so readers are cautioned not to place undue reliance on them.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   61

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Risks, uncertainties and other factors that could influence the financial and operating performance of all of Suncor's operating segments and activities include, but are not limited to, changes in general economic, market and business conditions, such as commodity prices, interest rates and currency exchange rates; fluctuations in supply and demand for Suncor's products; the successful and timely implementation of capital projects, including growth projects and regulatory projects; risks associated with the execution of Suncor's major projects and the commissioning and integration of new facilities; competitive actions of other companies, including increased competition from other oil and gas companies or from companies that provide alternative sources of energy; labour and material shortages; actions by government authorities, including the imposition or reassessment of, or changes to, taxes, fees, royalties, duties and other government-imposed compliance costs; changes to laws and government policies that could impact the company's business, including environmental (including climate change), royalty and tax laws and policies; the ability and willingness of parties with whom Suncor has material relationships to perform their obligations to us; the unavailability of, or outages to, third party infrastructure that could cause disruptions to production or prevent the company from being able to transport its products; the occurrence of a protracted operational outage, a major safety or environmental incident, or unexpected events such as fires (including forest fires), equipment failures and other similar events affecting Suncor or other parties whose operations or assets directly or indirectly affect Suncor; the potential for security breaches of Suncor's information technology and infrastructure by malicious persons or entities, and the unavailability or failure of such systems to perform as anticipated as a result of such breaches; the risk that competing business objectives may exceed Suncor's capacity to adopt and implement change; risks and uncertainties associated with obtaining regulatory and stakeholder approval for the company's operations and exploration and development activities; the potential for disruptions to operations and construction projects as a result of Suncor's relationships with labour unions that represent employees at the company's facilities; our ability to find new oil and gas reserves that can be developed economically; the accuracy of Suncor's reserves, resources and future production estimates; market instability affecting Suncor's ability to borrow in the capital debt markets at acceptable rates or to issue other securities at acceptable prices; maintaining an optimal debt to cash flow ratio; the success of the company's risk management activities using derivatives and other financial instruments; the cost of compliance with current and future environmental laws, including climate change laws; risks relating to increased activism and public opposition to fossil fuels and oil sands; risks and uncertainties associated with closing a transaction for the purchase or sale of a business, asset or oil and gas property, including estimates of the final consideration to be paid or received; the ability of counterparties to comply with their obligations in a timely manner; risks associated with joint arrangements in which the company has an interest; the receipt of any required regulatory or other third party approvals outside of Suncor's control and the satisfaction of any conditions to such approvals; risks associated with land claims and Aboriginal consultation requirements; risks relating to litigation; the impact of technology and risks associated with developing and implementing new technologies; and the accuracy of cost estimates, some of which are provided at the conceptual or other preliminary stage of projects and prior to commencement or conception of the detailed engineering that is needed to reduce the margin of error and increase the level of accuracy. The foregoing important factors are not exhaustive.

Many of these risk factors and other assumptions related to Suncor's forward-looking statements are discussed in further detail in Suncor's AIF, its MD&A, Form 40-F and other documents it files from time to time with securities regulatory authorities. Copies of these documents and Suncor's audited consolidated financial statements for the year ended December 31, 2017 are available without charge from Suncor at 150 – 6th Avenue S.W., Calgary, Alberta T2P 3E3, by calling 1-800-558-9071, or by email request to info@suncor.com or by referring to the company's profile on SEDAR at www.sedar.com or EDGAR at www.sec.gov. The forward-looking statements contained in this management proxy circular and the schedules hereto are made as of the date hereof. Except as required by applicable securities laws, Suncor disclaims any intention or obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

Financial information in this management proxy circular is reported in Canadian dollars, unless otherwise noted, and is

62   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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provided in Suncor's audited consolidated financial statements for the year ended December 31, 2017 and the MD&A, which are included in our 2017 Annual Report. Production volumes are presented on a working-interest basis, before royalties, unless otherwise noted except Libya, which is on an entitlement basis. Certain financial measures in this management proxy circular – namely operating earnings, Oil Sands operations cash operating costs, ROCE and FFO – are not prescribed by Canadian GAAP. Operating earnings and Oil Sands operations cash operating costs are defined in the Advisories – Non-GAAP Financial Measures section of the MD&A and reconciled to GAAP measures in the Financial Information and Segment Results and Analysis sections of the MD&A. ROCE and FFO are defined and reconciled to GAAP measures in the Advisories – Non-GAAP Financial Measures section of the MD&A. These non-GAAP financial measures are included because management uses the information to analyze business performance, leverage and liquidity. These non-GAAP financial measures do not have any standardized meaning and therefore are unlikely to be comparable to similar measures presented by other companies. Therefore, these non-GAAP financial measures should not be considered in isolation or as a substitute for measures of performance prepared in accordance with GAAP.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   63

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SCHEDULE A: DIRECTORS' OUTSTANDING OPTION-BASED AWARDS

The following table provides details of options held by non-employee directors as at December 31, 2017.

				Option-Based Awards
Name		Grant Date		Number of securities underlying unexercised options		Option exercise price ($)		Option expiration date (1)		Value of unexercised "in-the-money" options (2) ($)
Mel E. Benson		Jul. 29, 2008		4 000		55.86		Jul. 29, 2018		—
John R. Huff		Jul. 29, 2008		4 000		55.86		Jul. 29, 2018		—
Michael W. O'Brien		Jul. 29, 2008		4 000		55.86		Jul. 29, 2018		—
Eira M. Thomas		Jul. 29, 2008		4 000		55.86		Jul. 29, 2018		—

(1)

Subject to extension if the expiry date falls within a trading blackout in accordance with the terms of the SOP and the closed ESP.

(2)

Value of options reported reflects the "in-the-money" amount (the difference between the closing price on the TSX of a Suncor common share on December 29, 2017 ($46.15) and the exercise price of the options) held as at December 31, 2017. There were no unexercised "in-the-money" options held by non-employee directors as of such date.

A-1   2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.

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SCHEDULE B: NAMED EXECUTIVE OFFICERS' OUTSTANDING OPTION-BASED AWARDS
AND GRANT DATE FAIR VALUES FOR SHARE-BASED AWARDS

The following table provides details of options held by the NEOs as at December 31, 2017. Details of options granted to NEOs subsequent to December 31, 2017 are included in the "Compensation Discussion and Analysis" section of the management proxy circular.

				Option-Based Awards
Name		Grant Date		Number of securities underlying unexercised options (1)		Option exercise price ($)		Option expiration date (2)		Value of unexercised "in-the-money" options (3) ($)
S.W. WILLIAMS		Feb. 4, 2008		70 000		47.52		Feb. 4, 2018		—
President and Chief Executive		Jan. 27, 2009		65 000		24.50		Jan. 27, 2019		1 407 250
Officer		Feb. 7, 2011		200 000		41.24		Feb. 7, 2018		982 000
		Feb. 6, 2012		368 000		34.58		Feb. 6, 2019		4 257 760
		Feb. 15, 2013		380 000		32.46		Feb. 15, 2020		5 202 200
		Feb. 13, 2014		550 000		36.04		Feb. 13, 2021		5 560 500
		Feb. 16, 2015		600 000		38.90		Feb. 16, 2022		4 350 000
		Feb. 15, 2016		795 000		30.21		Feb. 15, 2023		12 672 300
		Feb. 20, 2017		755 000		42.03		Feb. 20, 2024		3 110 600
A. COWAN		Aug. 12, 2014		152 800		43.00		Aug. 12, 2021		481 320
Executive Vice President and		Feb. 16, 2015		210 000		38.90		Feb. 16, 2022		1 522 500
Chief Financial Officer		Feb. 15, 2016		230 000		30.21		Feb. 15, 2023		3 666 200
		Feb. 20, 2017		220 000		42.03		Feb. 20, 2024		906 400
M.S. LITTLE		Feb. 6, 2012		130 000		34.58		Feb. 6, 2019		1 504 100
Chief Operating Officer		Feb. 15, 2013		125 000		32.46		Feb. 15, 2020		1 711 250
		Feb. 13, 2014		210 000		36.04		Feb. 13, 2021		2 123 100
		Feb. 16, 2015		210 000		38.90		Feb. 16, 2022		1 522 500
		Feb. 15, 2016		250 000		30.21		Feb. 15, 2023		3 985 000
		Feb. 20, 2017		265 000		42.03		Feb. 20, 2024		1 091 800
		Dec. 11, 2017		35 600		43.99		Dec. 11, 2024		76 896
M.R. MACSWEEN		Feb. 4, 2008		8 000		47.52		Feb. 4, 2018		—
Executive Vice President,		Feb. 6, 2012		100 000		34.58		Feb. 6, 2019		1 157 000
Upstream		Feb. 15, 2013		50 000		32.46		Feb. 15, 2020		684 500
		Feb. 13, 2014		160 000		36.04		Feb. 13, 2021		1 617 600
		Feb. 16, 2015		210 000		38.90		Feb. 16, 2022		1 522 500
		Feb. 15, 2016		220 000		30.21		Feb. 15, 2023		3 506 800
		Feb. 20, 2017		215 000		42.03		Feb. 20, 2024		885 800

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   B-1

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				Option-Based Awards
Name		Grant Date		Number of securities underlying unexercised options (1)		Option exercise price ($)		Option expiration date (2)		Value of unexercised "in-the-money" options (3) ($)
S.D.L. REYNISH		Feb. 13, 2014		160 000		36.04		Feb. 13, 2021		1 617 600
Executive Vice President, Strategy &		Feb. 16, 2015		195 000		38.90		Feb. 16. 2022		1 413 750
Operations Services		Feb. 15, 2016		153 333		30.21		Feb. 15, 2023		2 444 128
		Feb. 20, 2017		215 000		42.03		Feb. 20, 2024		885 800

(1)

Refers to options granted under the SOP and closed ESP.

(2)

Subject to extension in certain circumstances in accordance with the terms of the SOP and the closed ESP.

(3)

Value reported reflects the "in-the-money" amount between the closing price on the TSX of a Suncor common share on December 29, 2017 ($46.15) and the exercise price of the options held at December 31, 2017.

Grant Date Fair Values for Share-Based Awards

The following table provides the grant date fair values for share-based awards granted to NEOs in 2015, 2016 and 2017.

Name		Year		PSUs ($)		RSUs ($)		DSUs ($)
S.W. WILLIAMS		2017		42.03		—		—
President and Chief Executive Officer		2016		30.21		—		—
		2015		38.90		—		—
A. COWAN		2017		42.03		—		—
Executive Vice President and		2016		30.21		—		—
Chief Financial Officer		2015		38.90		—		—
M.S. LITTLE		2017		42.26	(1)	—		—
Chief Operating Officer		2016		30.21		—		—
		2015		38.90		—		—
M.R. MACSWEEN		2017		42.03		43.99		—
Executive Vice President,		2016		30.21		—		—
Upstream		2015		38.90		—		—
S.D.L. REYNISH		2017		42.03		43.99		—
Executive Vice President, Strategy &		2016		30.21		—		—
Operations Services		2015		38.90		—		—

(1)

The PSU price reflects the weighted average grant fair value for Mr. Little's annual grant effective February 20, 2017 and the grant made on December 11, 2017 in connection with his appointment to Chief Operating Officer effective December 1, 2017.

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SCHEDULE C: CORPORATE GOVERNANCE SUMMARY

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Throughout this summary, there are references to information available on the Suncor Energy Inc. ("Suncor" or the "Corporation") website. All such information is available at www.suncor.com under the "About Us – Governance" tab. In addition, shareholders may request printed copies of these materials by contacting Suncor at the address on the back of the management proxy circular which this schedule is attached to (the "Circular"), by calling 1-800-558-9071 or by email request to invest@suncor.com.

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Suncor's Board and management are committed to best practices in corporate governance. Suncor has a comprehensive corporate governance program which follows best practices and is in compliance with all applicable rules and regulations.

Board of Directors – Composition and Independence

The cornerstone of Suncor's governance system is its board of directors (the "Board"), whose duty is to supervise the management of Suncor's business and affairs. The composition of the Board and its independence are important elements of this system. Steven W. Williams, Suncor's President and Chief Executive Officer ("CEO"), is the only member of the Board who is not independent. Following the annual general meeting and assuming that all nominees for director are elected as contemplated in the Circular, nine of ten members (90%) of the Board will be independent directors. A short biography of each individual standing for election to the Board can be found starting on page 7 of the Circular.

Suncor's independent directors meet in-camera at the beginning and end of each Board and committee meeting without Mr. Williams or any other member of management present. The Board sessions have been presided over by Michael M. Wilson, Suncor's independent Board chair since he assumed the role following the 2017 annual general meeting of shareholders. The committee sessions are presided over by the independent chairs of the respective committees. The applicable chair then communicates to management any issues or matters discussed at the in-camera meetings requiring management attention.

The Board has approved position descriptions for the Board chair and Board committee chairs, which are available on Suncor's website. The position description for the Board chair is also set out in Schedule D. These position descriptions supplement the Terms of Reference, as described below. The position descriptions are reviewed annually by the Governance Committee. Any changes to the position descriptions are recommended by that committee to the full Board.

On an annual basis, the Board reviews and assesses the independence of its members in accordance with criteria it has adopted for this purpose. The Board's independence policy and criteria include a description of certain relationships that operate as a complete bar to independence as well as additional requirements applicable to members of the Audit Committee. Suncor's independence criteria, which are set out in Schedule E, are consistent with the Canadian Requirements and the SEC Requirements (each defined on page 60 of the Circular).

In applying the independence criteria, the Board reviews and analyzes the existence, materiality and effect of any relationships between Suncor and each of its directors, either directly, through a family member or as a partner, shareholder or officer of another organization that has a relationship with Suncor. The Board determines in each case whether the relationships could, or could reasonably be

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perceived to, materially interfere with the director's ability to act independently.

Some members of the Board are involved with companies with which Suncor has business relationships. The Board has reviewed each of these relationships against the independence criteria and has determined that none of these relationships impair the independence of the individual directors: (i) as the directors do not serve as employees or executives of these other companies, their respective remuneration from these directorships is not personally material to them nor is it dependent on or variable with the nature or extent of the business relationship with Suncor; (ii) any business relationship with Suncor is not material to Suncor or the other company; and (iii) they are not personally involved in negotiating, managing, administering or approving contracts between Suncor and the other entities on whose boards they serve.

The Board's conflict of interest policy precludes these directors from voting with respect to any contract or transaction where a potential conflict of interest could exist, should they be considered by the Board (see "Conflicts of Interest").

Other Public Company Board Memberships.   While Suncor does not limit the number of public company boards on which a director may serve, the Terms of Reference provide that each director should ensure that he or she is able to devote sufficient time and energy to carry out their duties effectively. Suncor's CEO can only join the board of another public company with the consent of the Board. Suncor's Board approved Mr. Williams' appointment to the board of Alcoa Corporation in 2016.

Some of Suncor's directors sit on the boards of other public companies, the particulars of which are set out on pages 7 to 11 of the Circular. None of Suncor's directors are considered to be "over-boarded" as currently defined by the guidelines established by either Institutional Shareholder Services, Inc. or Glass, Lewis & Co.

A board "interlock" occurs when two or more Suncor directors are on the board of another public company. Suncor does not restrict board interlocks but recognizes that it is important for directors to remain impartial and independent even if they have a common board membership. None of Suncor's directors currently have a board interlock.

Nomination of Directors and Selection Process

The Governance Committee conducts the selection process for new nominees to the Board pursuant to its policy on the selection process for new Board members (the "Selection Process Policy"). The Board endeavours to be comprised of individuals representing a diversity of backgrounds, experience and skills. Directors are selected for their integrity, character, sound and independent judgment, breadth of experience, insight and knowledge and business acumen. The Governance Committee has emphasized the Board's commitment to the recruitment of women in recent years and the identification of candidates who are women is a key search criterion in the director selection and nomination process as per the terms of the Diversity Policy. See "Diversity and Inclusion" for a discussion of the Board Diversity Policy (the "Diversity Policy") and how the Board incorporates diversity into the Board selection process.

Pursuant to the policies of the Board, the assessment and selection process is undertaken by the Governance Committee as needed and consists of several steps, including: (i) maintaining and updating an inventory of capabilities, competencies, skills and qualities of current Board members and of the Board as a whole; and (ii) identifying capabilities, competencies, skills and qualities desired to be added to the Board, taking pending retirements and the Board's current needs and priorities into account. The role of the CEO in that process is limited and appropriate. The Board has determined that the industry background and functional experience of the Board currently maps well to Suncor's business strategy, as well as its vision to be a trusted steward of valuable natural resources.

The following table lists the capabilities, competencies, skills and qualities of the non-executive directors standing for re-election at the annual meeting, together with their retirement dates in accordance with Suncor's Retirement and Change of Circumstance Policy (the "Retirement Policy"), assuming an annual meeting in late April of their retirement year, based on their ages.

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(1)

Dates are in accordance with Suncor's Retirement Policy and indicate the year in which the director must retire, absent exceptional circumstances. See "Mechanisms of Board Renewal".

(2)

Mr. Williams, the only director who is also an executive officer of Suncor, has competencies in the following areas: (i) primary industry background: oil and gas, mining and consumer and industrial products and services; and (ii) skills and experience: CEO experience, finance, operations, project management, technology/IT, public policy / government relations, strategy and economics, human resources and compensation, EHS and social responsibility and governance.

The above inventory is assessed as required to identify any capabilities, competencies, skills and qualities desired to be added to the Board in light of the Board's current needs and priorities. The Governance Committee uses this assessment as a basis for identifying selection criteria describing the skills, experiences, qualifications, diversity (gender, ethnicity/Aboriginal status, age, business experience, professional expertise, personal skills, stakeholder perspectives and geographic background) and personal qualities desired in potential new Board members. The Governance Committee identifies candidates from a number of sources, including executive search firms and referrals from existing directors. When a vacancy occurs or is pending, the Governance Committee identifies a short list of potential candidates to pursue further. In addition to the factors listed above, the Governance Committee considers whether each candidate can devote sufficient time and resources to his or her duties as a Board member. The identification of candidates who are women is also a key search criterion in the director selection and nomination process. The Governance Committee engages an executive search firm or other third party expert to assist in carrying out its duties and must retain such parties to complete reference and background checks on Board candidates. Pursuant to Board policies, the Governance Committee is required to maintain and update as needed, a list of potential Board candidates for planned and unplanned vacancies through the form of an evergreen list.

Throughout the process, the Governance Committee provides updates to the Board and solicits input on candidates. Candidates are interviewed by members of the Governance Committee and other directors as deemed appropriate. The Governance Committee ultimately provides its recommendation on Board candidates to the full Board. Candidates may be appointed by the Board to hold office for a term expiring not later than the close of the next annual meeting of shareholders.

Diversity and Inclusion

Board of Directors.   A fundamental belief of Suncor's Board is that a Board comprised of women and men representing diverse points of view can add greater value than a Board comprised solely of directors with similar backgrounds. The Board aims to be comprised of directors who have a range of perspectives, insights and views in relation to the issues affecting Suncor. This belief in diversity has been confirmed in the Diversity Policy adopted by the Board. The Diversity Policy provides that the Board include individuals from diverse backgrounds, having regard to gender, ethnicity/Aboriginal status, age, business experience, professional expertise, personal skills, stakeholder perspectives and geographic background. Accordingly, consideration of whether the diverse attributes highlighted in the policy are sufficiently represented on the Board, including consideration of the number of women who are directors, is an important component of the selection process for new members of Suncor's Board.

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The Board has ensured that the Diversity Policy will be effectively implemented by embedding it into its Selection Process Policy. The Selection Process Policy requires the Governance Committee to conduct periodic assessments to consider the level of representation on the Board of the various attributes enumerated in the Diversity Policy, including the number of women on the Board. The Governance Committee has emphasized the Board's commitment to the recruitment of women in recent years by making the identification of candidates who are women a key search criterion in the director selection and nomination processes it has undertaken. The Board members also have the opportunity to evaluate, on an annual basis, the effectiveness of the director selection and nomination process, including compliance with the Diversity Policy, through the Evaluation Process (as defined herein), see "Annual Evaluation Process" under the heading "Board Tenure and Renewal".

The Board recognizes the value of the contribution of members with diverse attributes on the Board and is committed to ensuring that there is significant representation of women on the Board. Suncor is a proud supporter of the 30% Club Canada, a not-for-profit organization that is focused on the continued drive towards achieving greater gender balance at all levels, including an aspirational objective of 30% women on boards by 2020. The Board has not, however, established a target regarding the number of women on the Board. The Board has determined that, at this time, a target would not be the most effective way of ensuring it is comprised of individuals with diverse attributes and backgrounds and believes its current make up reflects the principles of diversity set out in the Diversity Policy. The Board is proud that, with 36% women on the Board, it currently exceeds the aspirational objective of the 30% Club Canada. Further, following the annual general meeting and assuming that all nominees for director are elected as contemplated in the Circular, four of ten directors (40%) on the Board will be women.

The graphs below show the breakdown of the 2018 director nominees by geographic background, gender and age.

Suncor Management.   Suncor believes that a diversity of backgrounds, opinions and perspectives and a culture of inclusion helps to create a healthy and dynamic workplace, which improves overall business performance.

Suncor recognizes the value of ensuring that the Corporation's employees have diverse attributes, including that it has a substantial number of employees who are women. The Corporation has developed an execution plan to work towards increasing the number of employees who are women throughout the organization, including in leadership positions. One of the objectives of this plan is to ensure there will be highly qualified women within Suncor available to fill vacancies in executive officer and other leadership positions. A particular focus of this work has been to increase the representation of women in operations and maintenance roles, two areas in which women have been traditionally underrepresented in Suncor's industry.

In appointing individuals to its senior leadership team, which is comprised of Suncor's executive officers and senior leaders reporting directly to executive officers, Suncor weighs a number of factors, including the skills and experience required for the position and the personal attributes of the candidates. The level of representation of women in senior leadership roles is also considered as one such factor.

Currently, one out of nine members (11%) of Suncor's executive leadership team, which is comprised of Suncor's executive officers, is a woman and 13 out of 43 (30%) of Suncor senior leaders are women.

At the present time, Suncor has not adopted a target for the number of women in executive officer or senior leadership

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positions. Instead of adopting a target, Suncor believes the most effective way to achieve its goal of increasing the representation of women in leadership roles at all levels of the organization is to identify high-potential women within the Corporation and work with them to ensure they develop the skills, acquire the experience and have the opportunities necessary to become effective leaders. This includes regularly assessing formal processes to identify and remove barriers to women's advancement, as well as taking action to build a culture of inclusion throughout the organization.

Suncor's strategy and execution of the plans for diversity and inclusion is driven by a Diversity and Inclusion Council which is comprised of senior leaders from each part of the business. As part of these efforts, in 2017 Suncor delivered Unconscious Bias training to all leaders (director level and above) to build stronger awareness and ownership of diversity and inclusion strategies and principles.

Suncor is committed to other aspects of diversity in addition to its initiatives to foster gender diversity. The Corporation is building a strategy aimed at increasing the participation of Aboriginal Peoples in energy development, including improving Aboriginal workforce development at Suncor as part of Suncor's social goal of building greater mutual trust and respect with the Aboriginal Peoples of Canada.

Board Tenure and Renewal

The Board's goal is to be a balanced board made up of members with diverse characteristics, experience and tenure. In furtherance of that goal, the Board has implemented two primary mechanisms of board renewal: the Retirement Policy; and an annual evaluation process, each of which is described in detail below. The Board has not adopted term limits for directors, as it believes the Retirement Policy and the annual board evaluation process are effective in achieving the appropriate level of renewal of the Board's membership.

The tenure of directors standing for election at the 2018 meeting can be summarized as follows, with the average director tenure being 7.3 years:

Retirement Policy.   The Board has adopted the Retirement Policy, which provides that all directors, other than management directors, must retire from the Board upon completion of their term of office at the annual meeting of shareholders following their 72 ^nd  birthday. The Governance Committee, in consultation with the Board chair, has the authority under exceptional circumstances to recommend extension of the term of a Board member if the retirement of such director would not be in the best interests of Board continuity and effectiveness. Any such extension must be granted by the Board. The CEO and other management directors are required to leave the Board when they cease to be employees of Suncor.

Annual Evaluation Process.   Suncor's Board Effectiveness Policy establishes an annual process (the "Evaluation Process") whereby directors are provided with an opportunity to evaluate the effectiveness of the Board, its committees, the Board chair, committee chairs and individual directors and to identify areas where effectiveness may be enhanced. The Evaluation Process carried out in 2017 showed that all directors and committees, and the Board as a whole, effectively fulfilled their responsibilities.

The Evaluation Process involves the solicitation of input from individual directors through an annual on-line survey presented in two parts: (i) an evaluation form that explores the directors' views and solicits feedback on how well they believe the Board and its committees, including their chairs, are performing (the "Board Effectiveness Survey"); and (ii) a peer feedback survey (the "Peer Survey") that explores the directors' views and solicits feedback on their assessment of other directors' performance, including their contributions and participation in Board discussions and debate, accountability, knowledge, experience, demonstration of high ethical standards and communication and persuasion skills.

The Evaluation Process includes open-ended questions to allow directors to elaborate on their responses and to suggest improvements. The Board Effectiveness Survey asks each director whether he or she believes the Board and each of its committees are functioning as they should in accordance with their mandates. Consideration of the appropriateness of the Board's size is also addressed and the size of the Board was confirmed to be appropriate by the directors in 2017. Information obtained from the answers to these questions assists the Board in determining whether any of the Board or committee mandates or Board processes or policies should be revised.

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Board Effectiveness Review

Confidential responses are tabulated and analyzed by the Corporate Secretary and presented in a report which is circulated to the chair of the Governance Committee and Board chair, who then work with the Corporate Secretary to summarize key items and recommendations for enhancing or strengthening effectiveness (including any recommendations arising from the one-on-one meetings described under "Peer Review" below). The recommendations are tabled, discussed and finalized at the first Governance Committee meeting in each calendar year and timelines and action items are assigned at the meeting to track any follow-up to effect the recommendations. The chair of the Governance Committee reports to the full Board on the survey results and action items at the first meeting of the Board in each calendar year and reports on the progress made on the recommendations throughout the year. All materials distributed to the Governance Committee are made available for review by all directors.

Peer Review

The results of the Peer Survey are tabulated and consolidated by the Corporate Secretary and a summary report is circulated to the chair of the Governance Committee and Board chair. Individual directors receive their personal results.

The Board chair conducts one-on-one meetings with each director to discuss his or her peer review results and to receive input on governance, risk and strategy. The Board chair discusses his own peer review results with the chair of the Governance Committee. The one-on-one meetings are completed prior to the first Board and committee meetings held in each calendar year. This allows any input provided on governance, risk and strategy to be incorporated in the action plans arising from the Evaluation Process. Once the peer review meetings are completed, the Board chair prepares a summary of key items arising from these discussions which are discussed in-camera at the Governance Committee and at the meeting of the full Board.

Terms of Reference

The Board has adopted terms of reference (the "Terms of Reference"), which serve as the charter of the Board. The Terms of Reference are reviewed by the Board at least annually. They include a general overview of the Board's role in Suncor's governance, a statement of key guidelines and policies applicable to the Board and its committees, and a mandate that describes its major responsibilities, goals and duties. These major responsibilities, goals and duties range from specific matters, including those that by law must be exercised by the Board, such as the declaration of dividends, to its general role to determine, in broad terms, the purposes, goals, activities and general characteristics of Suncor and its business. The Terms of Reference provide that the Board is responsible for the selection, monitoring and evaluation of executive management and for overseeing the ways in which Suncor's business and affairs are managed, thereby assuming responsibility for the stewardship of Suncor. The full text of the Terms of Reference is set out in Schedule F.

The Board discharges certain of its responsibilities through its four standing committees: the Audit Committee, the Environment, Health, Safety and Sustainable Development ("EHS&SD") Committee, the Governance Committee and the Human Resources and Compensation Committee ("HR&CC"). Each committee has a mandate, which it reviews annually and updates as appropriate. Any proposal to amend the mandates is reviewed by the Governance Committee for recommendation to the Board. There were no material amendments to any committee mandate in 2017.

The Governance Committee, with input from the Board chair, makes recommendations to the Board regarding committee appointments. In considering the appointment of members to Board committees, the Governance Committee and the Board endeavor to include directors of diverse backgrounds and at least one director with expertise and experience relevant to the committee's key roles.

Except where otherwise specified in the Terms of Reference, Suncor's by-laws or the relevant committee mandate, each committee has the power to determine its own rules of procedure. Subject to limited exceptions, the committees generally do not have decision making authority; rather, they convey their findings and recommendations on matters falling within their mandates to the full Board.

The committees also have the authority to conduct independent investigations into matters that fall within the scope of their responsibilities and may engage external advisors (as may the full Board or an individual director), at Suncor's expense, to assist them in fulfilling their mandate.

The Board delegates day-to-day management of Suncor's business to the CEO and other members of senior management. A management control process policy, adopted by the Board, defines and sets limits on the authority delegated by the Board.

The Board has developed and approved a position description for the CEO, which includes a general description of the role as well as specific accountabilities in the areas of strategic planning, financial results, leadership, safety, government, environment and social relations and management's relationship with the Board. A copy of the CEO position description is available on Suncor's website.

The following is a description of some key duties of the Board as set out in the Terms of Reference. For more information, please refer to "Board Committees", the Terms of Reference and the mandates of the Board committees available on Suncor's website.

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Ethics.   The Terms of Reference require the Board, through the CEO, to establish Suncor's standards of conduct, including the Corporation's general moral and ethical tone and compliance with applicable laws. The CEO in turn is accountable for setting a high ethical tone and fostering a culture of integrity throughout the organization. The Board plays an active role in ensuring a high standard of corporate ethics and integrity through its oversight of Suncor's written standards of business conduct (the "Code") and compliance program (see "Ethical Business Conduct"), and through its assessment and evaluation of the performance of the CEO.

Strategic Planning.   One of the Board's major duties is to review with management Suncor's mission, objectives and goals and the strategies and plans for achieving them. The Board also monitors Suncor's progress toward its strategic goals and plans, and revises Suncor's direction where warranted.

The Board is continually updated on the human, technological and capital resources required to implement Suncor's strategies and any regulatory, environmental, social, cultural or governmental constraints that may impact Suncor in carrying out its business objectives. Where instructive, this includes a competitive analysis of Suncor against its peers in different facets of its business. The Governance Committee acts as a sounding board for management on key strategic initiatives, and ensures that timely Board reviews of these initiatives occur throughout the year.

In addition to the Board's ongoing stewardship over Suncor's strategy, each year the Board holds a meeting devoted solely to corporate strategy. The Governance Committee works with management to design this annual strategy meeting, and following the meeting, assesses its effectiveness. The annual strategy meeting generally includes internal and external speakers to provide updates and perspectives on topical issues that could impact Suncor's corporate strategy. Discussions also occur at regularly scheduled Board meetings throughout the year to update the corporate strategy and to discuss developments, opportunities and issues that arise during the year on an 'as needed' basis.

The Board is also responsible for ensuring Suncor has an effective strategic planning process, and on an annual basis reviews Suncor's annual business plan (including Suncor's annual capital budget) and in doing so endorses the strategies reflected in Suncor's long range plan. The Governance Committee provides assistance to the Board by annually assessing Suncor's planning and budgeting processes.

Stakeholder Communications.   Suncor has a disclosure policy that establishes guidelines for Suncor's communications with shareholders, investment analysts, other stakeholders and the public generally. This policy includes measures to avoid selective disclosure of material information, identifies designated Suncor spokespersons and establishes internal review processes for key public communications. The Code addresses Suncor's obligations for continuous and timely disclosure of material information and sets standards requiring directors, officers, employees and contract workers trading in Suncor shares and other securities to comply with applicable law.

Suncor has disclosure controls and procedures designed to ensure that material information relating to Suncor is made known to our CEO and Chief Financial Officer ("CFO"). Suncor has a Disclosure Committee, chaired by the Vice President and Controller, and has designed and implemented due diligence procedures to support the financial reporting process and the certification of financial reports by the CEO and CFO.

Suncor interprets its operations for its shareholders and other stakeholders through a variety of channels, including its periodic financial reports, securities filings, news releases, sustainability report, climate report, webcasts, external website, social media posts, briefing sessions and group meetings. Suncor encourages and seeks stakeholder feedback through various channels including corporate communications and investor relations programs, which incorporate surveys of shareholders and analysts, and through participation in the regulatory process. The Board, either directly or through the activities of a designated Board committee, reviews and approves all quarterly and annual financial statements and related management's discussion and analysis ("MD&A"), the management proxy circular, the annual information form/Form 40-F and press releases containing significant new financial information, among other items.

Shareholder Engagement.   Suncor recognizes the importance of strong and consistent engagement with its shareholders. The Board is specifically mandated to ensure systems are in place for communication with Suncor's shareholders and other stakeholders and that these systems are appropriately resourced. Suncor maintains a toll-free phone number as well as email and regular mail addresses for stakeholder feedback and questions. In addition, Suncor encourages shareholders to attend Suncor's annual meeting and interested parties may attend in person or via webcast. The annual meeting provides a valuable opportunity to hear directly from Suncor's management about the results of Suncor's business and operations, as well as its strategic plans. Members of the Board are in attendance at annual meetings and the Board chair and the chair of each Board committee are available to answer questions as appropriate. In addition, senior management hold quarterly conference calls and webcasts with the investment community to review Suncor's most recently released financial and operating results.

The Board recognizes that it is also important for the Board to communicate with shareholders, including organizations

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that represent or advise shareholders (collectively, "Interested Parties") on matters of governance, and to that end, has adopted a Shareholder Communication and Engagement Policy (the "Engagement Policy"). In accordance with the Engagement Policy, Interested Parties may communicate to the Board in writing to express their views on matters that are important to them, by addressing their correspondence to the Board in care of the Corporate Secretary at the address on the back page of the Circular, or via email at: invest@suncor.com, subject line: Attention: Chair of the Board / Chair of [Insert Board Committee Name] c/o Corporate Secretary. The Board has determined that questions or concerns related to the Board and senior management succession processes, executive and Board compensation, Board level corporate governance and other matters that are within the scope of the Board's supervisory and oversight duties, as set out in its Terms of Reference, may appropriately be addressed to, and by, the Board. In addition, the Engagement Policy recognizes that in certain circumstances it may be appropriate for Board members, generally through the Board chair or the chair of a committee, to meet with an Interested Party, and sets out criteria to be considered if the Board receives a meeting request and terms applicable to the conduct of any such meeting.

During 2017, the Board chair, certain directors and several members of the executive team communicated with various corporate governance stakeholders to listen to their opinions. These meetings involved a dialogue on a number of topics, including: environmental and social risk oversight, executive compensation, sustainability, technology deployment, board diversity, corporate governance, disclosure practices and operating results.

Risk Oversight.   Suncor is committed to a proactive program of enterprise risk management intended to enable decision-making through consistent identification and assessment of risks inherent to its assets, activities and operations. Some of these risks are common to operations in the oil and gas industry as a whole, while some are unique to Suncor. The Board oversees Suncor's Enterprise Risk Management Program (the "ERM Program"). In accordance with the ERM Program, senior management, including the CEO, undertakes an entity-wide process to identify, assess and report on the significant risks to Suncor's business and management's strategies to address risk.

The Board ensures there are systems in place to effectively identify, manage and monitor the principal risks of Suncor's business, and to mitigate their impact. A principal risk is generally considered to be an exposure that has the potential to materially impact Suncor's ability to meet or support its strategic objectives.

Each year the Board reviews Suncor's principal risks. The Audit Committee annually reviews the governance of the ERM Program and ensures each principal risk is mapped to a Board committee or the full Board as appropriate for oversight. The Audit Committee also reviews and approves the appointment of the vice president responsible for Suncor's enterprise risk and internal audit function, who reports directly to the Audit Committee regarding enterprise risk management matters.

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The following table sets forth Suncor's principal risks and the Board committee and/or full Board to which each principal risk is mapped for oversight, as well as highlighting the role of the Board and the Audit Committee in reviewing the principal risks.

Risk Category		Board of Directors		Audit Committee		Governance Committee		EHS&SD Committee		HR&CC
Principal Risk Review		ü		ü
Commodity Price		ü
Major Operational Incident (Safety, Environmental and Reliability)		ü						ü
Government/Regulatory Policy and Effectiveness								ü
Carbon Risk		ü						ü
Market Access						ü
Information Security				ü
Project Execution		ü
Cumulative Impact of Change										ü

Members of the Board question management at Board and committee meetings, as well as throughout the year, to ensure that risks are appropriately identified, assessed, mitigated and monitored. The high level of engagement of Board members, as well as their extensive experience, contributes to the effectiveness of the Board's risk oversight, and contributes to the Board's understanding of the interrelationship of risks and any pre-existing conditions or vulnerabilities that could have a compounding impact on Suncor.

Sustainability is a priority and focus area for Suncor, which is reflected by the establishment in 2017 of a Chief Sustainability Officer. Environmental and social concerns are integrated into our existing principal risks and ERM Program.

For a detailed explanation of the significant risks applicable to Suncor and its businesses, see "Risk Factors" in Suncor's Annual Information Form dated March 1, 2018, filed at www.sedar.com.

Succession Planning and Monitoring/Evaluating Senior Management.   The Board ensures the continuity of executive management by appointing a CEO and overseeing succession planning. While the Board remains active in this area, the HR&CC is specifically mandated to assist the Board by ensuring that appropriate executive succession planning and performance evaluation programs and processes (including development and career planning) are in place and operating effectively for executives. The HR&CC also reviews significant changes to the organization's structure as they arise and their impact on executive roles.

The HR&CC annually reviews the succession planning process and results for executive leadership, and reports to the Board on these matters. As part of this process, the CEO, supported by the Senior Vice President, Human Resources, reviews candidates for the CEO and other executive leadership positions, with the HR&CC. In its July meeting, the HR&CC reviewed and confirmed its support for Suncor's succession and development plans for its senior executive positions. The HR&CC also met in camera to discuss the CEO succession plan. Further, the Board has an emergency CEO succession plan in place, should it be required.

The Board also reviews Suncor's processes for identifying successors for its vice presidents, employees who directly report to its vice presidents, and managers. Successors are identified using a formal process that rigorously assesses leadership potential across Suncor using specific criteria, including employees' performance, aspirations, engagement, agility, experience and capabilities. For a discussion of how Suncor considers diversity in this process, see "Diversity and Inclusion".

The Board encourages the CEO to expose the Board to Suncor's executives and high potential employees, both for succession planning and career development and to provide the Board with a broader perspective on issues relevant to Suncor. Directors are provided with opportunities to meet with Suncor employees through attendance at events hosted by Suncor, such as Suncor's President's Operational Excellence Awards, or when they visit Suncor's facilities (see "Orientation and Continuing Education").

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The HR&CC assists the Board in monitoring the CEO's performance by conducting an annual performance review against predetermined goals and criteria (including the goal of succession planning). The HR&CC also reviews with the CEO the performance of his direct reports.

Expectations and Responsibilities of Directors.   The Terms of Reference, supplemented by a Board approved accountability statement for directors (the "Accountability Statement"), which is available on Suncor's website, identifies the key expectations placed on Board members. Board meeting dates are established well in advance and directors are expected to be prepared for and attend all meetings absent extenuating circumstances. Directors' attendance records for meetings held in 2017 are set out on page C-12.

Directors are required to devote sufficient time, effort and energy to their role as a Suncor director to effectively discharge their duties to Suncor and the Board. Pursuant to the Terms of Reference, Audit Committee members must not be members of the audit committees of more than two other public companies, unless the Board determines that simultaneous service on a greater number of audit committees would not impair the member's ability to effectively serve on Suncor's Audit Committee.

Internal Controls.   The Board is specifically mandated to ensure processes are in place to monitor and maintain the integrity of Suncor's internal controls and management information systems. The Audit Committee assists the Board in this regard and monitors the effectiveness and integrity of Suncor's financial reporting, management information, internal controls of business processes and Internal Audit function (excluding operations integrity audit matters, which are specifically within the mandate of the EHS&SD Committee ⁽¹⁾ ).

The Audit Committee exercises general oversight over the Internal Audit function by reviewing the plans, activities and performance of the Internal Auditors. The appointment or termination of the vice president responsible for Internal Audit is approved by the Audit Committee. This individual has a direct reporting relationship with the committee and meets with it, in the absence of other members of management, at least quarterly. The Audit Committee also reviews and recommends appointees to the office of the CFO.

Board Committees

In addition to the responsibilities described elsewhere in this Schedule, the following provides a brief summary of the key functions, roles and responsibilities of Suncor's Board committees. The complete text of the mandate of each Board committee is available on Suncor's website.

Governance Committee.   The Governance Committee assists the Board in two main areas: corporate governance; and corporate strategy.

In its governance role, the Governance Committee is mandated to determine Suncor's overall approach to governance issues and key corporate governance principles. In doing so, it closely monitors emerging best practices in governance. In addition, the Corporate Secretary, or her delegate, attends conferences and meetings on governance and updates the committee on developing trends and practices. Suncor also reviews recommendations of governance and shareholder advisory organizations and participates in benchmarking studies undertaken by such organizations to assess its governance practices in relation to those of other issuers in a wide range of geographies and industries. The Corporation's legal function monitors changes in law, administrative policy and stock exchange requirements relating to governance, and provides updates to the Governance Committee.

The Governance Committee also reviews matters pertaining to Suncor's values, beliefs and standards of ethical conduct and those principal risks that have been delegated to the committee for oversight, and assists the Board in its strategy role (see "Ethics" and "Strategic Planning", under the heading "Terms of Reference").

The Governance Committee reviews and reports to the Board on directors' compensation. In consultation with the HR&CC and outside advisors, the Governance Committee has developed guidelines for director compensation based on, among other factors, directors' roles and responsibilities and an analysis of the competitive position of Suncor's director compensation program. The Governance Committee annually reviews the competitiveness and form of Board compensation and makes recommendations to the full Board on Board compensation and share ownership guidelines for directors. The Board sets director compensation based upon these recommendations.

Audit Committee.   The Audit Committee assists the Board in matters relating to Suncor's external auditors and the external audit process, oil and natural gas reserves reporting, financial reporting and public communication, risk management, security and certain other key financial matters. The Audit Committee also assists the Board in matters relating to internal controls of Suncor's business processes and the Internal Audit function (see "Internal Controls", under the heading "Terms of Reference").

The Audit Committee plays a key role in relation to Suncor's external auditors. It initiates and approves their engagement (including fees) or termination, subject to shareholder approval, and monitors and reviews their independence,

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(1)

References throughout this Schedule to "Internal Audit" in relation to the Audit Committee do not include the operations integrity audit department.

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effectiveness, performance and quality control processes and procedures.

The Audit Committee reviews with management and external auditors, and as appropriate approves, significant financial reporting matters, the conduct and results of the annual audit and significant finance and accounting policies and other financial matters. The Audit Committee also reviews Suncor's annual and quarterly financial statements, annual and quarterly MD&A and annual information form/Form 40-F. The Audit Committee approves quarterly financial statements and quarterly MD&A through authority delegated by the Board and makes recommendations to the Board with respect to approval of the annual disclosure documents.

The Audit Committee plays a key oversight role in the evaluation and reporting of Suncor's oil and natural gas reserves. This includes review of Suncor's procedures relating to reporting and disclosure, as well as those for providing information to Suncor's independent reserves evaluators. The Audit Committee reviews and approves the appointment and terms of engagement (including fees) of the reserves evaluators, including their qualifications and independence and any changes in their appointment. Suncor's reserves data and report of the reserves evaluators are annually reviewed by the Audit Committee prior to approval by the full Board.

The Audit Committee reviews Suncor's policies and practices with respect to cash management, financial derivatives, financing, credit, insurance, taxation, commodities trading and related matters. It also reviews the assets, financial performance, and funding and investment strategies of Suncor's registered pension plan. The Audit Committee oversees generally the Board's risk management governance model (see "Risk Oversight", under the heading "Terms of Reference") and also reviews audits conducted of Suncor's standards of business conduct compliance program (see "Ethical Business Conduct").

Members of the Audit Committee are required to be financially literate. All of Suncor's directors, including all members of the Audit Committee, are considered financially literate. In addition, at least one member of the Audit Committee must be determined by the Board to be an "audit committee financial expert". The Board has determined Ms. Bedient and Messrs. D'Alessandro and O'Brien to be such experts. The criteria for assessing the financial literacy of directors, and whether they qualify as an "audit committee financial expert", are set out in the Terms of Reference.

For additional information about Suncor's Audit Committee, including the Audit Committee Mandate and Pre-approval Policies and Procedures, see "Audit Committee Information" in Suncor's Annual Information Form dated March 1, 2018, filed at www.sedar.com.

Environment, Health, Safety and Sustainable Development Committee.   The EHS&SD Committee reviews the effectiveness with which Suncor meets its obligations and achieves its objectives pertaining to the environment, health, safety and sustainable development. This includes the effectiveness of management's establishment and maintenance of appropriate EHS&SD policies, and monitoring the adequacy and effectiveness of Suncor's Operational Excellence Management System (an overarching framework to manage operational risk), and related business processes. The EHS&SD Committee also monitors management's performance and emerging trends and issues in these areas. In fulfilling its role, the EHS&SD Committee reviews management stewardship reports as well as the findings of significant external and internal environmental, health and safety investigations, assessments, reviews and audits. Suncor's annual Report on Sustainability, a detailed public disclosure document that includes reporting on Suncor's EHS&SD progress, plans and performance objectives as well as disclosure on lobbying, is also reviewed by the EHS&SD Committee.

The EHS&SD Committee assists the Board in matters pertaining to the integrity of Suncor's physical assets, by monitoring the adequacy of Suncor's internal controls as they relate to operational risks of its physical assets and matters of environment, health, safety and sustainable development.

Human Resources and Compensation Committee.   The HR&CC assists the Board by annually reviewing the performance of the CEO and recommending his total compensation to the full Board. The corporate objectives for which the CEO is responsible include a combination of corporate goals and personal goals, set annually by the Board in consultation with the HR&CC and the Board chair. The HR&CC annually reviews the CEO's performance against these objectives and against the key accountabilities of his position, as set out in the CEO's position description. The HR&CC reports its assessment to the full Board which ultimately approves CEO compensation.

The HR&CC also reviews annually the CEO's evaluation of the other senior executives within the organization and his recommendation for their total compensation. For more information about the HR&CC and the process and criteria for determining the CEO's total compensation, see "Compensation Discussion and Analysis" in the Circular. See also "Succession Planning and Monitoring/Evaluating Senior Management", under the heading "Terms of Reference".

Board and Committee Meetings

The Board chair, in consultation with the Corporate Secretary, has the responsibility of establishing a schedule for meetings of the Board and its committees each year, which is approved by the Board. Board and committee meeting dates are established sufficiently in advance where possible

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(at least one year and longer if practical) to minimize conflict with other commitments on directors' schedules. The Board holds at least six meetings per year, one of which is dedicated to strategy. If during the course of the year circumstances require Board or committee action or consideration, additional meetings are called.

The Board chair works with the CEO to establish the agenda for each Board meeting. The chair of each committee, in consultation with the committee secretary, determines the agenda for each committee meeting. Each Board member is free to suggest inclusion of items on any Board or committee agenda. Whenever feasible, important issues for decision are dealt with over the course of two meetings. The first meeting allows for a thorough briefing and the second allows for the final discussion and decision.

The following provides details about Board and committee meetings held during 2017 and the attendance of the directors at these meetings.

Board and Committees		Number of Meetings Held in 2017
Board		8
Audit Committee		6
EHS&SD Committee		4
Governance Committee		5
HR&CC		5

Number of Meetings and Number of Meetings Attended                        

Director (1)		Board (2)		Audit Committee		EHS&SD Committee		Governance Committee		HR&CC		Committees (total)		Overall Attendance
Patricia M. Bedient		8/8		6/6		4/4		—		—		10/10		18/18
		(100%)		(Chair)								(100%)		(100%)
Mel E. Benson		8/8		—		4/4		—		5/5		9/9		17/17
		(100%)										(100%)		(100%)
Jacynthe Côté		8/8		6/6		4/4		—		—		10/10		18/18
		(100%)										(100%)		(100%)
Dominic D'Alessandro		8/8		6/6		—		5/5		—		11/11		19/19
		(100%)						(Chair)				(100%)		(100%)
John D. Gass		8/8		—		—		5/5		5/5		10/10		18/18
		(100%)								(Chair)		(100%)		(100%)
John R. Huff		8/8		—		3/4		—		4/5		7/9		15/17
		(100%)										(78%)		(88%)
Maureen McCaw		8/8		6/6		—		5/5		—		11/11		19/19
		(100%)										(100%)		(100%)
Michael W. O'Brien		8/8		6/6		—		5/5		—		11/11		19/19
		(100%)										(100%)		(100%)
Eira M. Thomas		8/8		—		4/4		—		5/5		9/9		17/17
		(100%)				(Chair)						(100%)		(100%)
Steven W. Williams (3)		8/8		—		—		—		—		—		8/8
		(100%)												(100%)
Michael M. Wilson (4)		8/8		—		—		3/3		3/3		6/6		14/14
		(100%)										(100%)		(100%)

(1)

Dennis M. Houston is not included in this table as he became a director on January 1, 2018.

(2)

The Board meeting relating to strategy held on February 8-9, 2017 is counted as one meeting for the purpose of the foregoing table.

(3)

Mr. Williams is not a member of any standing committee and therefore his attendance is only recorded for meetings of the Board. In 2017, Mr. Williams attended certain committee meetings on a non-voting basis at the invitation of the committees in his capacity as an officer of Suncor.

(4)

Mr. Wilson stepped down as a member of the Governance Committee and the HR&CC in connection with his appointment as Board chair in April 2017. Since that time, Mr. Wilson has not been a member of any standing committee and therefore his attendance is only recorded for meetings of the Board. However, throughout the year, Mr. Wilson attended such meetings of the committees of the Board on a non-voting basis as he determined appropriate in his capacity as Board chair.

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Orientation and Continuing Education

Each new member of the Board participates in a formal orientation program. The orientation program includes in-person meetings with senior management on key legal, environmental, business, financial and operational topics central to Suncor's business and operations and a tour at the sites of some of Suncor's principal operations. The orientation program also focuses on the role of the Board, its committees and its directors and the nature and operation of Suncor's business.

A directors' handbook, containing information about the Board and Suncor, including Suncor's core governance documents, is made available to each director upon joining the Board. The handbook is continuously updated and is available for viewing by directors through a secure directors' portal.

Presentations and tours at the sites of Suncor's principal operations are provided to directors on a periodic basis, often in conjunction with Board meetings, for the purpose of directly acquainting directors with Suncor's operations and the communities in which they are located.

The Governance Committee oversees the Board's strategic education program. In conjunction with Board meetings, management presents focused information to directors on topics pertinent to Suncor's business, including the impact of significant new laws or changes to existing laws and opportunities presented by new technologies. In an annual survey, directors are asked to suggest topics of interest for future information sessions and topics are chosen annually for presentations from internal or external sources.

The Board's Director Continuing Education Policy also encourages directors to enroll in courses and programs that enhance and supplement their knowledge and skills in areas relevant to their role on the Board with the approval of the Board chair or chair of the Governance Committee. Suncor also purchases memberships for directors in either the Institute of Corporate Directors or the National Association of Corporate Directors to allow them to access additional educational opportunities such as conferences, presentations and seminars.

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During 2017, the Board, its committees and individual directors participated in presentations and received educational information on a variety of topics, including those set out in the table below.

Date		Topic		Presented/Hosted By		Attended By
		Social License – Implications for Oil & Gas Companies		External Speaker		All directors
		Investor Perspectives and Macro Environment Overview		External Speaker		All directors
Q1		Long-Term Incentives in the Age of Pay-for-Performance		National Association of Corporate Directors		John Gass
		Audit Committee Peer Exchange		National Association of Corporate Directors		Patricia Bedient
		Emergency Management and Business Continuity – Learnings from the Fort McMurray Wildfire		External Speaker		Jacynthe Côté
		Carbon Risk Review		Management		All directors
Q2		Economic Landscape		National Association of Corporate Directors		Patricia Bedient
		The Role of Incentives in Creating an Innovation-Centric Culture		National Association of Corporate Directors		John Gass
		Enterprise Risk Management Learnings		External Speaker		Eira Thomas
Q3		Presentation on Leadership and Compensation		National Association of Corporate Directors		John Gass
		Tour of Edmonton Refinery, including meeting with management		Management and employees		Michael Wilson
Q4		NACD Global Leaders Summit; Boards Role in Corporate Culture; and NACD Risk and Nominations/Governance Joint Advisory Council		National Association of Corporate Directors		Patricia Bedient
		How Talent Strategy and Leadership Development Can Strengthen Corporate Culture		National Association of Corporate Directors		John Gass

Ethical Business Conduct

Sound, ethical business practices are fundamental to Suncor's business. Suncor's standards for the ethical conduct of our business are set forth in the Code, which applies to Suncor's directors, officers, employees and contract workers. The Code requires strict compliance with legal requirements. Topics addressed in the Code include competition, conflicts of interest and the protection and proper use of corporate assets and opportunities, confidentiality, disclosure of material information, trading in shares and securities, communications to the public, improper payments, harassment, fair dealing in trade relations and accounting, reporting and business control. The Code is supported by detailed policy guidance and standards and a Code compliance program, under which every Suncor director, officer, employee and contract worker is required annually to complete a Code training course, read a summary of the Code, affirm that he or she understands the requirements of the Code and provide confirmation of compliance with the Code since their last affirmation, or confirmation that any instance of non-compliance has been discussed and resolved with the individual's supervisor. The summary provided includes a message from the President and CEO emphasizing Suncor's values and making it clear that all representatives of Suncor are expected to conduct business in a safe, fair, honest, respectful and ethical manner.

Suncor also has a supplier code of conduct that highlights the values that are important to Suncor and is a guide to the standard of behavior Suncor expects of all suppliers, contractors, consultants and other third parties Suncor does business with. The supplier code of conduct addresses topics such as safety, human rights, harassment, bribery and corruption and confidential information, among others. Compliance with the supplier code of conduct is a standard term of all Suncor supply chain contracts.

The Board exercises stewardship over the Code in several respects. Suncor's Internal Auditors audit the compliance program annually and the vice president responsible for Internal Audit, who has a direct reporting relationship with the Audit Committee, reports on the audit to that committee.

Moreover, at least once annually, the Code is reviewed and if appropriate, updated. Management reports to the Governance Committee annually on this process. The Governance Committee reviews any changes and ensures the Code continues to reflect Suncor's commitment to ethics and integrity, and addresses all related legal requirements and

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best practices. Any waivers of Code requirements for Suncor's executive officers or members of the Board must be approved by the Board or appropriate committee thereof and disclosed. No such waivers were granted in 2017.

Suncor encourages employees to raise ethical concerns with Suncor management and Suncor's legal, corporate security, human resources and Internal Audit departments, without fear of retaliation. In addition, Suncor's "Integrity Hotline" provides a means for Suncor employees to raise issues of concern anonymously, with a third-party service provider. The Integrity Hotline is available 24 hours a day, seven days a week. Any issues of a serious nature are investigated pursuant to Suncor's internal investigations policy and protocols. The Audit Committee receives regular updates on activities relating to the Integrity Hotline. Pursuant to the Code, the vice president responsible for Internal Audit is charged with responsibility for maintaining the Integrity Hotline and ensuring that all alleged Code violations are investigated in conjunction with the Chief Compliance Officer and legal counsel.

Suncor provides additional specialized training for employees for matters governed by the Code where it is determined such training would be beneficial. For example, certain employees directly involved with Suncor's international and offshore operations are required to periodically attend focused workshops, which address, among other items, compliance with sanctions and anti-bribery and anti-corruption legislation and best practices for operating in international jurisdictions where Suncor operates.

Conflicts of Interest

The Board has a policy relating to directors' conflicts of interest. Pursuant to this policy, directors are required to maintain with the Corporate Secretary a current list of all other entities in which they have a material interest, or on which they serve as a director, trustee or in a similar capacity. This list is made available to all directors through the directors' portal. Directors must immediately advise the Corporate Secretary of any deletions, additions or other changes to any information in their declaration of interest.

If the change involves a change in the director's principal occupation or an appointment as director, officer or trustee of any for-profit or not-for-profit organization, the director must also notify the Board chair, who will determine whether the change would be inconsistent with the director's duties as a member of the Board. In appropriate circumstances, the director's resignation may be required.

The policy sets out clear procedures applicable in the event conflicts arise. If a director is a party to, or has an interest in any party to, a contract or transaction before the Board (regardless of the materiality of the contract or transaction), the director must immediately advise the Board chair or the particular committee chair. The director's conflict or potential conflict is recorded in the minutes of the meeting and the director is required to absent himself or herself from the meeting for any material discussions or deliberations concerning the subject matter of the contract or transaction. The director is required to abstain from voting on any resolution in respect of such contract or transaction.

The Corporate Secretary ensures that directors do not receive Board materials in situations where the subject matter of those materials could involve an actual or potential conflict of interest.

Compliance with NYSE Standards

Suncor's corporate governance practices meet or exceed all applicable Canadian Requirements and SEC Requirements. Except as disclosed below, Suncor's corporate governance practices are in compliance with NYSE Standards in all significant respects.

•

Approval of Equity Compensation Plans.   Suncor is not required to and does not comply with Section 303A.08 of the NYSE Listed Company Manual which requires shareholder approval of all equity compensation plans and any material revisions thereto, regardless of whether the securities to be delivered under such plans are newly issued or purchased on the open market. The TSX rules, which Suncor complies with, only require shareholder approval for certain of Suncor's equity compensation plans in accordance with a specific amendment provision, as approved by shareholders at the 2007 annual and special meeting and by the TSX. See "Summary of Incentive Plans" on page 55 of the Circular.

•

Independence Standards.   The Board is responsible for determining whether or not each director is independent. In making this determination, the Board has adopted the definition of "independence" as set forth in the Canadian Requirements (specifically National Instrument 52-110 –  Audit Committees ) and SEC Requirements (specifically Rule 10A-3 under the U.S.  Securities Exchange Act of 1934 , as amended). The Board has not adopted, and is not required to adopt, the director independence standards contained in Section 303A.02 of the NYSE's Listed Company Manual, including with respect to its audit committee and compensation committee. The Board has not adopted, nor is it required to adopt, procedures to implement Section 303A.05(c)(iv) of the NYSE's Listed Company Manual in respect of compensation committee advisor independence.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   C-15

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SCHEDULE D: POSITION DESCRIPTION FOR INDEPENDENT BOARD CHAIR

The following principles shape the position description and duties for the Chair of the Board of Directors of Suncor Energy Inc.:

1.

The Board's overarching duty is to supervise the management of Suncor's business and affairs.

2.

Suncor is committed to establishing and maintaining a well developed governance process involving the Board, Board committees and management.

3.

Active involvement and substantive debate are encouraged.

4.

The Board supports the separation of the role of Chair from the role of Chief Executive Officer (CEO).

5.

The Board is involved in strategic policy issues.

6.

The Board will strive to be the best.

With the foregoing in mind, the framework for Board Chair will be:

•

The Chair of the Board is the chief officer of the Board, appointed annually by the Board with remuneration as determined by the Board. The Chair is not an employee or officer of the Corporation and will be independent of management. The Chair will foster and promote the integrity of the Board and a culture where the Board works harmoniously for the long-term benefit of the Corporation and its shareholders.

•

The Chair will preside at meetings of the Board and at meetings of the shareholders of the Corporation, as provided for in the by-laws of the Corporation.

•

The Chair, by standing invitation, is considered an ex-officio of the Board's Standing Committees of which he is not a listed member.

•

The Chair will be kept well informed on the major affairs and operations of the Corporation, on the economic and political environment in which it operates and will maintain regular contact with the CEO and other senior executive officers of the Corporation.

The accountabilities of the Chair include:

Shareholder Meetings

•

Subject to the by-laws, chair all shareholder meetings.

•

Review and approve minutes of all shareholder meetings.

Manage the Board

•

Subject to the by-laws, chair all Board meetings.

•

Provide leadership to the Board.

•

In conjunction with the Governance Committee, ensure that processes to govern the Board's work are effective to enable the Board to exercise oversight and due diligence in the fulfillment of its mandate.

•

Identify guidelines for the conduct and performance of directors.

•

Manage director performance.

•

With the assistance of the corporate secretary and CEO, oversee the management of Board administrative activities (meeting schedules, agendas, information flow and documentation).

•

Facilitate communication among directors.

•

Attend committee meetings as deemed appropriate.

•

Review and approve minutes of all Board meetings prior to presentation to the Board for approval.

Develop a More Effective Board

•

Working with the Governance Committee, plan Board and Board committee composition, recruit directors, and plan for director succession.

•

Working with the Governance Committee, participate in the Board effectiveness evaluation process and meet with individual directors to provide constructive feedback and advice.

•

Review any change in circumstance of individual directors and determine whether directors' other commitments conflict with their duties as directors of Suncor; review requests from the CEO to sit on the Board of Directors of outside business organizations.

•

Review and approve requests from directors under the Board's Directors Continuing Education Policy.

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Work with Management

•

Support and influence strategy.

•

With the assistance of the Human Resources and Compensation Committee, lead the Board in evaluating the performance of the CEO.

•

Review the CEO's expenses on a quarterly basis.

•

Build relationships at the senior management level.

•

Provide advice and counsel to the CEO.

Serve as an advisor to the CEO concerning the interests of the Board and the relationship between management and the Board.

Liaise with Stakeholders

•

Share Suncor's views with other boards and organizations when required.

•

Although primary responsibility for the Corporation's relationships with the financial community, the press and other external stakeholders rests with the CEO, the Chair may be requested, from time to time, to attend meetings with outside stakeholders.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   D-2

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SCHEDULE E: DIRECTOR INDEPENDENCE POLICY AND CRITERIA

Background:

Corporate governance guidelines provide that boards of directors should have a majority of independent directors, and that the board chair should be independent.

The purpose of this independence policy and criteria is to state the criteria by which the Board of Directors (the "Board") of Suncor Energy Inc. ("Suncor") determines whether each of its directors is or is not independent.

Independence Policy:

Pursuant to the terms of reference for the Board, a majority of the Board must be independent, and in addition, the Audit, Governance, and Human Resources and Compensation Committees, shall be comprised solely of independent directors. The Governance Committee will conduct an annual review of the status of each director and director nominee in light of the following criteria for independence, and will recommend to the Board in order that the Board may affirmatively determine the status of each such individual. In making independence determinations, the Board shall consider all relevant facts and circumstances. Material relationships can include commercial, industrial, banking, consulting, legal, accounting, charitable and familial relationships. The key concern when assessing independence is independence from management.

Independence Criteria:

A director of Suncor will be considered independent only if the Board has affirmatively determined that the director has no material relationship with Suncor, either directly or as a partner, shareholder or officer of an organization that has a material relationship with Suncor. A "material relationship" is one which could, in the view of the Board, be reasonably expected to interfere with the exercise of the director's independent judgment (CSA National Instrument 52-110).

Notwithstanding the foregoing, a director will NOT be considered independent if ⁽¹⁾ :

•

The director is, or has been within the last three years, an employee or executive officer of Suncor, or an immediate family member is or has been within the last three years, an executive officer, of Suncor.

•

The director has received, or an immediate family member has received, during any 12-month period within the last three years, more than $75,000 in direct compensation from Suncor, other than director and committee fees and pension or other forms of deferred compensation for prior service (provided such compensation is not contingent in any way on continued service) and other than compensation received by any immediate family member for service as an employee of Suncor (other than an executive officer).

•

The director or an immediate family member is a current partner of a firm that is Suncor's internal or external auditor; a director is a current employee of such a firm; or a director's immediate family member is a current employee of such a firm and participates in the firm's audit, assurance or tax compliance (but not tax planning) practice; or a director or an immediate family member who was within the last three years (but is no longer) a partner or employee of such a firm and personally worked on Suncor's audit within that time. For the purposes of this point ONLY, "immediate family member" means a spouse, minor child or stepchild, adult child or stepchild sharing a home with the director.

•

The director or any immediate family member is or has been within the last three years employed, as an executive officer of another corporation where any of Suncor's current executive officers at the same time serve on that corporation's compensation committee.

•

The director is a current employee, or an immediate family member is a current executive officer, of a corporation that has made payments to, or received payments from, Suncor, for property or services in an amount which, in any of the last three fiscal years, exceeds the greater of $1 million, or 2% of such other corporation's consolidated gross revenues.

•

Contributions to tax exempt organizations shall not be considered "payments" for the purposes of these rules, provided that Suncor shall disclose in its proxy circular such contributions made to any tax exempt organization in which a director serves as an executive officer, if within the preceding three years, contributions in any single fiscal year from Suncor to the organization exceeded the greater of $1 million, or 2% of such organization's consolidated gross revenues.

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(1)

Unless otherwise noted, "immediate family member" is defined to include a person's spouse, parents, children, siblings, mothers and fathers in law, sons and daughters in law, brothers and sisters in law, and anyone other than domestic employees who shares such person's home.

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•

For Audit Committee members only, in order to be considered independent, a member of the Audit Committee may not, other than in his or her capacity as a member of the Audit Committee, the Board or any other Board Committee, accept directly or indirectly any consulting, advisory, or other compensatory fee from Suncor, provided that compensatory fees do not include the receipt of fixed amounts of compensation under a retirement plan (including deferred compensation) for prior service with Suncor provided that such compensation is not contingent in any way on continued service; and in addition, shall not be an affiliated person of Suncor or any of its subsidiaries.

A director of Suncor will not be considered to have a material relationship with Suncor solely because the individual or his or her immediate family member:

•

Has previously acted as an interim CEO of Suncor; or

•

Acts, or has previously acted, as chair or vice chair of the Board or of any Board committees on a part-time basis; or

•

Sits on the board of directors or as a trustee or in an equivalent capacity, of another corporation, firm or other entity, which has a business relationship with Suncor, provided that the individual's remuneration from the other entity is not personally material to that individual or dependent on or variable with the nature or extent of the business relationship with Suncor, the individual is not involved in negotiating, managing, administering or approving contracts between Suncor and the other entity, and the individual otherwise is in compliance with the Board's conflict of interest policy with respect to contracts between Suncor and that other entity.

2018  MANAGEMENT PROXY CIRCULAR   Suncor Energy Inc.   E-2

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SCHEDULE F: BOARD TERMS OF REFERENCE

Part I: Overview

The Canada Business Corporations Act (the Act), Suncor's governing statute, provides "that the directors shall manage or supervise the management of the business and affairs of a corporation...". In practice, as a Board of Directors cannot "manage" a corporation such as Suncor in the sense of directing its day-to-day operations, the overarching role and legal duty of Suncor's Board of Directors is to "supervise" the management of Suncor's business and affairs. Accordingly, the Board of Directors oversees development of the overall strategic direction and policy framework for Suncor. This responsibility is discharged through Board oversight of Suncor's management, which is responsible for the day-to-day conduct of the business. The Board, through the Chief Executive Officer (CEO), sets standards of conduct, including the Corporation's general moral and ethical tone, compliance with applicable laws, standards for financial practices and reporting, qualitative standards for operations and products and other standards that reflect the views of the Board as to the conduct of the business in the best interests of the Corporation.

In general, then, the Board is responsible for the selection, monitoring and evaluation of executive management, and for overseeing the ways in which Suncor's business and affairs are managed. In this way, the Board assumes responsibility for the stewardship of the Corporation. Specific responsibilities which facilitate the discharge of the Board's stewardship responsibilities include: the strategic planning process, risk identification and management, ensuring that effective stakeholder communication policies are in place, and ensuring the integrity of internal controls and management information systems. These responsibilities, and others, are addressed in more detail in the Board's Mandate, comprising Part IV of these Terms of Reference.

The Board of Directors discharges its responsibilities with the assistance of Board committees. The committees advise and formulate recommendations to the Board, but do not, except in limited and specifically identified circumstances, have the authority to approve matters on behalf of the Board of Directors. General guidelines relating to Board committees comprise Part III of these Terms of Reference. In addition, each committee has a written mandate, setting out the scope of its operations, and its key roles and responsibilities. Position descriptions of the Board Committee Chairs and the Board Chair set out the related principles, framework and accountabilities for those key roles in Suncor's Board governance.

The CEO of Suncor is delegated the responsibility for the day-to-day management of the Corporation and for providing the Corporation with leadership. The CEO discharges these responsibilities by formulating Corporation policies and proposed actions, and, where appropriate, presenting them to the Board for approval. The Corporation's Management Control Process Policy explicitly identifies actions which have been specifically delegated to the CEO, and those which are reserved to the Board of Directors. In addition, the Board has plenary power, and has the power to specify and modify the authority and duties of management as it sees fit with a view to Suncor's best interests and in accordance with current standards. The Act also identifies certain matters which must be considered by the Board as a whole and may not be delegated to a committee or to management. These matters include:

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any submission to the shareholders of a question or matter requiring the approval of the shareholders;

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the filling of a vacancy among the directors or in the office of the external auditor;

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the manner of and terms for the issuance of securities;

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the declaration of dividends;

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the purchase, redemption or any other form of acquisition of shares issued by the Corporation;

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the payment of a commission to any person in consideration of the purchase or agreement to purchase shares of the Corporation from the Corporation or from any other person, or procuring or agreeing to procure purchasers for any such shares;

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the approval of management proxy circulars;

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the approval of any take-over bid circular or directors' circular;

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the approval of the audited annual financial statements of the Corporation; and

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the adoption, amendment or repeal of by-laws of the Corporation.

One of the key stewardship responsibilities of the Board is to approve the Corporation's goals, strategies and plans, and the fundamental objectives and policies within which the business is operated, and evaluate the performance of executive management. Once the Board has approved the goals, strategies and plans, it acts in a unified and cohesive manner in supporting and guiding the CEO. The CEO keeps the Board fully informed of the progress of the Corporation toward the achievement of its goals, strategies and plans, in a timely and candid manner, and the Board of Directors continually evaluates the performance of executive management toward these achievements.

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Part II: Board Guidelines

The following have been adopted by the Board as the guidelines applicable to the Board and its operations:

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These Terms of Reference for the Board of Directors (which include the Board Guidelines, Committee Guidelines, Board Mandate and Board Forward Agenda, setting out the important issues that must be addressed by the Board of Directors annually), and the mandates and forward agendas of the Board committees, constitute the charters of the Board and committees respectively, and are reviewed by the Board annually and updated as deemed appropriate. These charters are supplemented by the position descriptions for the Board Chair and Board Committee Chairs, as well as the Director Accountability Statement.

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The CEO is responsible for leading the development of long-range plans for the Corporation, including its goals and strategies. The Board, both directly and through its committees, participates in discussions of strategy, by responding to and contributing ideas. The Board annually reviews the Corporation's annual business plan (including the annual capital budget), and in so doing endorses the strategies as reflected in the Corporation's long range plan.

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The Board believes that the appropriate size for the Board is between 10 and 14 members.

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Directors stand for re-election annually.

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The Board maintains a Mandatory Retirement and Change of Circumstance Policy and reviews the policy periodically to ensure it continues to serve the Corporation's best interests. The Board maintains a policy permitting directors to retain outside advisors at the expense of the Corporation, subject to the written approval of any of the Board Chair, the Chair of the committee proposing to retain outside advisors, or the Governance Committee. In exercising their approval authority, the Board Chair, Board Committee Chair or Governance Committee, as the case may be, will establish, on a case by case basis, reasonable monetary limits and other controls as deemed appropriate.

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In order to support the alignment of Directors' interests with those of Suncor's shareholders, Directors shall own during the term of their directorship within five years of being appointed or elected to the Board, a minimum value of Suncor common shares, DSUs or any combination thereof, as determined annually by the Governance Committee.

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The Board should be comprised of a majority of independent directors. The Board has defined an independent director in written independence criteria, based on definitions under applicable law ⁽¹⁾ . On an annual basis, the Board of Directors shall consider and affirmatively determine whether each individual director is independent, in accordance with the criteria.

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The membership of the CEO on the Board of Directors is valuable and conducive to effective decision making. However, there should be no more than three inside ⁽²⁾ directors on the Board of Directors.

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The Board supports the separation of the role of Chair from the role of CEO.

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The Board will evaluate the performance of the CEO at least annually. The evaluation will be based on criteria which includes the performance of the business and the accomplishment of CEO's qualitative and quantitative objectives as established at the beginning of each fiscal year of the Corporation, and the creation and fostering within the Corporation of a culture of integrity.

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The Board Chair will work with the CEO to establish the agenda for each Board meeting. Each Board member is free to suggest the inclusion of items on the agenda. Whenever feasible, important issues should be dealt with over the course of two meetings. The first such meeting would allow for a thorough briefing of the Board, and the second would allow for final discussion and a decision.

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The Board will hold at least five meetings per year, one of which shall be principally devoted to strategy. An additional meeting shall be scheduled for approval of the annual proxy circular, annual information form and other annual disclosure documents, as necessary.

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Whenever feasible, the Board will receive materials at least one full weekend in advance of meetings. Presentations on specific subjects at Board meetings will only briefly summarize the material sent so discussion at the meeting can focus on questions and issues. Directors are expected to have reviewed these materials prior to attendance at Board and committee meetings, and are expected to be prepared to engage in meaningful discussion and provide considered, constructive and thoughtful feedback and commentary at meetings.

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(1)

Suncor's corporate governance practices reflect applicable rules and guidelines adopted by the Canadian Securities Administrators (the "Canadian Requirements") and the U.S. Securities and Exchange Commission ("SEC"), including applicable rules adopted by the SEC to give effect to the provisions of the Sarbanes-Oxley Act of 2002 (collectively, the "SEC Requirements").

(2)

An inside director is an officer (other than an officer serving as such in a non-executive capacity) or employee of the Corporation.

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Board meeting dates will be established sufficiently in advance (at least one year and longer if practical) to minimize conflict with other commitments on Directors' schedules. Directors are accordingly expected to make every reasonable effort to attend all meetings of the Board and its committees, if not in person then by telephone.

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While the Board does not restrict the number of public company boards that a director may serve on, each director should ensure that he or she is able to devote sufficient time and energy to carrying out their duties effectively.

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The Board encourages the CEO to bring other executives into Board meetings. The presence of such executives is expected to bring additional insights into the discussions, because of the executives' personal involvement in, and knowledge of, specific agenda items. The benefit of exposing the Board to other executives, for succession planning and career development purposes, is recognized.

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The Board is responsible for selecting its own members, and for assessing the performance of individual directors, as well as the effectiveness of Board committees and the Board of Directors as a whole. The Board delegates management of the selection processes to the Governance Committee. The selection process includes consideration of the competencies and skills the Board, as a whole, should possess, against those of existing directors, and a consideration of the competencies and skills each new nominee will bring to the Board, as well as their ability to devote sufficient time and attention to fulfilling the role of director. Board members should also represent a diversity of backgrounds, experience and skills. The Board has adopted a Board Diversity Policy and a Selection Process for New Members Policy, which support this principle and ensure that diversity is a consideration in director selection. The Board ultimately determines nominees that will be included in the Corporation's management proxy circular.

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The outgoing Chair of the Board, or in the absence of the outgoing Chair, a director elected by resolution of the Board, shall manage the process of selecting a new Chair by seeking nominations, determining the willingness of each nominee to take on the role of Chair of the Board, and preside over the selection process.

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Succession and management development plans will be reviewed by the Human Resources & Compensation Committee, and reported on annually to the Board.

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During each Board meeting, the Board of Directors shall meet on an "in camera" basis without management. Such in camera meetings shall be presided over by the independent Board Chair. In addition, at least once annually, the independent directors will meet in the absence of both management and non-independent directors.

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At least once annually, the Board will visit a Suncor location other than Calgary. The purpose is to facilitate continual exposure of Board members to the Corporation's operations and the communities in which they are carried out.

Part III: Committee Guidelines

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The Board has four standing committees: the Audit Committee, the Governance Committee, the Human Resources and Compensation Committee ("HR&CC"), and the Environment, Health, Safety & Sustainable Development Committee ("EHS&SD"). From time to time the Board may create ad hoc committees to examine specific issues on behalf of the Board. Each standing committee maintains a written mandate and reviews that mandate annually. Any recommendations to amend committee mandates are reviewed by the Governance Committee for recommendation to the Board of Directors.

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The Governance Committee, with input from the Board Chair, plans Board committee appointments (including the designation of a committee Chair) for recommendation to and appointment by the Board. The committees shall be reconstituted annually following the annual general meeting at which directors are elected by the shareholders of the Corporation. In accordance with the Corporation's By-laws, unless otherwise determined by resolution of the Board of Directors, a majority of the members of a committee shall constitute a quorum for meetings of committees.

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Each committee shall be comprised of a minimum of three and a maximum of six directors. Each committee shall have a non-member Secretary who may be a member of management of the Corporation. The Chair of each committee, in consultation with the committee Secretary, shall determine the agenda for each committee meeting.

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The Board supports the principle that committee Chairs should be rotated regularly while preserving continuity.

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Except where otherwise specified in these terms of reference or in the Corporation's By-laws, each committee shall have the power to determine its own rules of procedure.

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The Audit Committee will consist entirely of outside, independent ⁽³⁾ directors. In addition, all members of the Audit committee must be, in the judgment of the Board of the Directors, financially literate ⁽⁴⁾ , and at least one member of the Audit Committee must be an audit committee financial expert ⁽⁵⁾ .

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In general, Audit Committee members will not simultaneously be members of the Audit Committee of more than two other public companies, unless the Board of Directors affirmatively determines that simultaneous service on a greater number of audit committees would not impair the member's ability to effectively serve on Suncor's Audit Committee. Any such determination by the Board of Directors shall be disclosed in the Corporation's management proxy circular.

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The HR&CC will consist entirely of outside, independent directors.

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The Governance Committee shall consist entirely of outside, independent directors.

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The Board Chair, by standing invitation, is considered an ex-officio of the Board standing committees of which he or she is not a listed member.

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During each committee meeting, the committee shall meet on an "in camera" basis without management. Such in camera meetings shall be presided over by the Chair of the committee, if an independent director, or other committee member who is an independent director, as selected by the independent directors on the committee.

Part IV: Mandate of the Board of Directors

Goals of the Board.   The major goals and responsibilities of the Board are to:

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Establish policy direction and the fundamental objectives of the Corporation;

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Supervise the management of the business and affairs of Suncor;

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Ensure the Corporation has an effective strategic planning process;

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Identify the principal risks of Suncor's business, and ensure that there are systems in place to effectively monitor, manage and mitigate these risks;

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Annually endorse the strategies reflected in Suncor's long range plan, which takes into account, among other things, the opportunities and risks of the Corporation's business;

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Protect and enhance the assets of the owners of the Corporation and look after their interests in general;

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Ensure the continuity of the Corporation by assuming responsibility for the appointment of and succession to the office of the CEO, enforcing the articles and by-laws and by seeing that an effective Board is maintained;

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Make certain decisions that are not delegable, such as the declaration of dividends; and

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Provide leadership and direction for the Corporation in establishing and maintaining a high standard of corporate ethics and integrity.

Major Duties.   The major duties of the Board are to:

1.

Foster the long-term success of Suncor. Commit to the enterprise and acknowledge that the best interests of Suncor and its shareholders must prevail over any individual business interests of the members of the Board. Represent and safeguard the interests of all shareholders while recognizing that the interests of employees, customers, suppliers, and especially the general public must also be taken into account for the enterprise to continue being able to serve its owners. Monitor and work to improve return on, security of, and prospects for enhancement of the value of shareholder investment.

2.

Determine and control in broad terms the purposes, goals, activities and general characteristics of Suncor. These duties range from establishing objectives, scope of operations, and fundamental strategies and policies and annually approving Suncor's capital budget and endorsing the strategies reflected in its long range plan, to declaring dividends, approving major capital investments, mergers and acquisitions, the issuance or retirement of stock, and other specific actions that are likely to have a substantial effect on the Corporation or that the Board is legally required to take.

3.

Review with management the mission of the Corporation, its objectives and goals, and the strategies whereby it proposes to achieve them. Monitor the Corporation's progress toward its goals and plans, and assume responsibility to revise and alter the Corporation's direction where warranted.

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(3)

See note 1

(4)

See Appendix A

(5)

See Appendix A

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4.

Appoint a CEO, monitor and evaluate his or her performance, provide for adequate succession to that position, and replace the CEO when appropriate. Appoint as well the other officers of the Corporation, and in respect of the senior officers, monitor their performance, that there is adequate succession to their positions, and that they are replaced when appropriate.

5.

Ensure that the CEO is providing for achievement of acceptable current financial results relative to corporate objectives, budgets, and the economic environment, and the development of resources necessary to future success. These resources include:

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management competence, organization and depth;

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technology in exploration, production, mining, manufacturing, product design and product application;

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fixed assets;

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marketing capability – customer loyalty, distribution organization, market knowledge and so on;

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work force and employee relations;

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financial resources, including relations with the financial community; and

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reputation.

6.

Establish an overall compensation policy for the Corporation and monitor its implementation with special attention devoted to the executive group. Review the policy from time to time to ensure that it continues to be appropriate.

7.

Oversee corporate financial operations, including:

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capital structure management, maintaining reasonable financial flexibility and safety while achieving an appropriate return on equity;

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financial results reporting;

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allocation of assets, providing for investment in areas of higher return and maintaining capital discipline;

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maintaining access to suitable sources of capital;

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pension funds and other major employee benefit programs;

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dividend pay-out policy and action;

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selection of outside auditors for approval by the shareholders; and

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insurance.

8.

Identify the principal risks of the Corporation's business and ensure implementation and monitoring of systems to effectively manage and mitigate these risks.

9.

Ensure that processes are in place to monitor and maintain the integrity of the Corporation's internal control and management information systems.

10.

Ensure that the Corporation has in place appropriate environmental, health and safety policies, having regard to legal, industry and community standards, and ensure implementation of management systems to monitor the effectiveness of those policies.

11.

Ensure that systems are in place for communication and relations with stakeholder groups, including, but not limited to, shareholders, the investing public, government, employees, the financial community, and the communities in which Suncor operates. Ensure that measures are in place for receiving feedback from stakeholders, including toll-free telephone and internet email communication channels that are adequately resourced to respond to appropriate enquiries. Monitor system effectiveness and significant sensitive and legally required communications.

12.

Ensure that the Corporation has systems in place which accommodate stakeholder feedback.

13.

Collectively and individually respond constructively to requests for advice and assistance from the CEO. Provide leadership and policy direction to management with a view to establishing and maintaining a high standard of legal and ethical conduct for the Corporation, by:

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taking reasonable steps to ensure that Suncor complies with applicable laws and regulations and with its constating documents, including its Articles and By-laws, and operates to high ethical and moral standards – being on the alert for and sensitive to situations that could be considered illegal, unethical or improper, and taking corrective steps;

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establishing the means of monitoring performance in this area with assistance of legal counsel;

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approving and monitoring compliance with key policies and procedures by which the Corporation is operated; complying with the legal requirements, including those pursuant to the Canada Business Corporations Act, applicable to corporate boards of directors, including, without limitation, the duty to act honestly and in good faith with a view to the best interests of the Corporation, and the duty to exercise the care, diligence and skill that reasonably prudent people exercise in comparable circumstances.

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14.

Manage Board operations, including, without limitation:

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subject to any required shareholder approval, fix the size of the Board, review its composition and, when appropriate, identify new nominees to the Board;

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select a Board Chair, appropriate committees and Committee Chairs;

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define the duties of the Chairs of the Board and the committees;

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determine when and where the Board meets;

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influence the structuring of agendas and how meeting time is spent; and

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meet legal requirements with respect to corporate administration.

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APPENDIX A TO THE TERMS OF REFERENCE – FINANCIAL LITERACY AND EXPERTISE

For the purpose of making appointments to the Corporation's Audit Committee, and in addition to the independence requirements, all Directors nominated to the Audit Committee must meet the test of Financial Literacy as determined in the judgment of the Board of Directors. Also, at least one director so nominated must meet the test of Financial Expert as determined in the judgment of the Board of Directors.

Financial Literacy

Financial Literacy can be generally defined as the ability to read and understand a balance sheet, an income statement and a cash flow statement. In assessing a potential appointee's level of Financial Literacy the Board of Directors must evaluate the totality of the individual's education and experience including:

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The level of the person's accounting or financial education, including whether the person has earned an advanced degree in finance or accounting;

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Whether the person is a professional accountant, or the equivalent, in good standing, and the length of time that the person actively has practiced as a professional accountant, or the equivalent;

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Whether the person is certified or otherwise identified as having accounting or financial experience by a recognized private body that establishes and administers standards in respect of such expertise, whether that person is in good standing with the recognized private body, and the length of time that the person has been actively certified or identified as having this expertise;

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Whether the person has served as a principal financial officer, controller or principal accounting officer of a company that, at the time the person held such position, was required to file reports pursuant to securities laws, and if so, for how long;

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The person's specific duties while serving as a public accountant, auditor, principal financial officer, controller, principal accounting officer or position involving the performance of similar functions;

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The person's level of familiarity and experience with all applicable laws and regulations regarding the preparation of financial statements that must be included in reports filed under securities laws;

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The level and amount of the person's direct experience reviewing, preparing, auditing or analyzing financial statements that must be included in reports filed under provisions of securities laws;

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The person's past or current membership on one or more audit committees of companies that, at the time the person held such membership, were required to file reports pursuant to provisions of securities laws;

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The person's level of familiarity and experience with the use and analysis of financial statements of public companies; and

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Whether the person has any other relevant qualifications or experience that would assist him or her in understanding and evaluating the Corporation's financial statements and other financial information and to make knowledgeable and thorough inquiries whether:

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The financial statements fairly present the financial condition, results of operations and cash flows of the Corporation in accordance with generally accepted accounting principles; and

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The financial statements and other financial information, taken together, fairly present the financial condition, results of operations and cash flows of the Corporation.

Audit Committee Financial Expert

An "Audit Committee Financial Expert" means a person who in the judgment of the Corporation's Board of Directors, has following attributes:

a.

an understanding of Canadian generally accepted accounting principles and financial statements;

b.

the ability to assess the general application of such principles in connection with the accounting for estimates, accruals, and reserves;

c.

experience preparing, auditing or analyzing or evaluating financial statements that present a breadth and level of complexity of accounting issues that are generally comparable to the breadth and complexity of issues that can reasonably be expected to be raised by Suncor's financial statements, or experience actively supervising one or more persons engaged in such activities;

d.

an understanding of internal controls and procedures for financial reporting; and

e.

an understanding of audit committee functions.

A person shall have acquired the attributes referred to in items (a) through (e) inclusive above through:

a.

education and experience as a principal financial officers, principal accounting officer, controller, public accountant or auditor or experience in one or more positions that involve the performance of similar functions;

b.

experience actively supervising a principal financial officer, principal accounting officer, controller, public accountant, auditor or person performing similar functions;

c.

experience overseeing or assessing the performance of companies or public accountants with respect to the preparation, auditing or evaluation of financial statements; or

d.

other relevant experience.

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		​     If you are looking for Suncor's 2017 annual report and you haven't      received it in the mail, you may not have confirmed you wanted to      receive it. Our 2017 annual report is available electronically on      Suncor's web site at www.suncor.com. Or if you would like to      receive a printed copy, please call 1 800 558 9071.         Suncor Energy Inc.        150 - 6 Avenue S.W., Calgary, Alberta, Canada T2P 3E3        T: 403-296-8000         Suncor.com
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EXHIBIT 99.1
Notice of Meeting, Invitation to Shareholders and Management Proxy Circular, dated March 1, 2018