Sunoco 2010 Annual Report Download - page 4

•Pursue profitable growth—We will continue to pursue growth in retail, logistics, and, while it is still
part of our portfolio, coke. The recently announced additions to our retail network—sites on the Garden
State Parkway in New Jersey, the Ohio Turnpike and in upstate New York—demonstrate that we are
making some progress. For 2011, convenience and new site fuel margin dollars are growth
opportunities for us. By adding locations and providing a great customer experience at retail, we can
cultivate loyalty that drives repeat business and pulls product through our branded retail network, our
terminals and pipelines, and through our refineries. Similarly, SunCoke Energy’s purchase of coal
mines and Sunoco Logistics’ acquisition of the butane blending business and joint venture interests
also illustrate our ongoing success in growing our business.
•Satisfy customers—We have to satisfy customers and earn their loyalty by providing a consistently
great experience across all classes of our retail trade. We must grow and protect the strong Sunoco
brand that customers have come to know and trust. On the business-to-business side in logistics,
wholesale marketing, chemicals, and coke, we must continue working toward our goal of becoming
known as indispensable partners who anticipate customer needs, help to solve their problems, and
always deliver on our commitments.
•Encourage teamwork and collaboration—We will continue to build upon the success we have
achieved in procurement savings by the business units and functions working closely with our
procurement professionals. We must also work more collaboratively across Sunoco and Sunoco
Logistics. Our “brand pull” strategy to have volume pulled through our retail network by our strong
brand and in turn through our refineries, pipelines, and terminals depends on a collaborative team.
The other part of our strategy—separating SunCoke Energy from Sunoco—remains an important priority.
Work on that project, as well as the relocation of its headquarters to suburban Chicago, continues. In the
meantime, we must complete construction of the Middletown facility and plan for a successful start-up of this
new operation, while developing global growth opportunities.
Safe, reliable and environmentally sound operations
Sunoco’s financial success must be built upon a foundation of safe, reliable and environmentally sound
operations. Delivering excellence in health, safety and environmental performance continues to be a core value
and top priority.
We continue to review our programs to improve our performance. Most recently, we have been focusing on
enhancing process safety across the Company by improving facility siting, worker fatigue standards, operator
training, work processes, and performance management through leading and lagging indicators.
We work hard to be an industry leader in keeping our people and communities safe. To achieve this goal, we
welcome input on safe operations from employees, industry groups, government agencies, and other
stakeholders. These groups are our partners in creating a culture of safety at our facilities.
Strive for excellence and efficiency
We made good progress in 2010 and the Company is in a much better position than it was a year ago. Our
balance sheet is in a position that enables us to pursue attractive opportunities in our growth businesses as well as
ride out the challenging and volatile refining environment. We continue to focus on identifying areas in which we
have room for improvement and to fully implement the improvements we have already identified. Above all else,
we must ensure safety in our facilities, protect the environment, and deliver the quality products, services and
experience that customers expect from Sunoco.
LYNN L. ELSENHANS
Chairman, Chief Executive
Officer and President