CR Report PDF - Tullow Oil plc

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2009 performance 2010 objectives 24% increase in number of permanent employees Over 70% Ugandan nationals working in our operations in Uganda and over 80% Ghanaians working in Tullow Ghana 14 GNPC secondees and four technicians welcomed to Tullow for training and development 2% staff turnover during the year. This is a non-financial Group KPI Tullow Talkback Deliver 70% of the actions raised as part of the follow-up to the 2009 survey Embed HR processes Ensure that key HR processes – reporting, induction, web-based HR forms, self service HR database – are embedded across the Group Succession planning Develop a strong succession planning process for each management level Localisation plans Support the development of the skills and competencies required for new in-country E&P industries in Ghana and Uganda Staff turnover Maintain a staff turnover rate of less than 5% in 2010 Jimmy Kiberu, Corporate Affairs Manager, Kampala, Uganda
People Developing a first-class team with excellent commercial, technical and financial skills People Our big issues How will Tullow ensure that Ghanaians have the right skills to participate in the oil industry 14 GNPC employees were seconded to Tullow during 2009 and participated in a diverse range of training. The majority are now doing Tullow sponsored Masters of Science degrees in leading UK universities. We trained four production technicians who have now returned to Ghana to join the Tullow team in Accra. Our commitment is to have over 90% Ghanaian employees at our operations in Ghana and we have already achieved over 80%. In 2010, we are undertaking a strategic review of vocational skills available in Ghana as a basis for planning additional capacity building activities. How will Tullow help develop the people needed for a successful oil and gas industry in Uganda By the end of 2009 we employed 61 Ugandans in our operations. We are working with the government and the Ugandan Petroleum Institute to develop technical skills. In 2010, we will welcome our first Ugandan secondee to Tullow London. Through our social investment programme we sponsor education initiatives at a primary and secondary level and we plan to support tertiary education going forward. Education and training are fundamental to developing skills and building capacity directly or indirectly for the oil and gas sector in Uganda. How is Tullow managing such a large increase in the number of its employees In recruiting people we look for team players and assess how aligned individuals are with our values and ethics. This gives us a good head start and we follow-up post recruitment with clear induction procedures. There is a range of HR processes and policies that support quick assimilation along with uniform performance management. We are ever mindful of the need for two way dialogue and our annual global employee and contractor survey helps us understand the impact of our huge growth and where there is room for improvement. We know that the right people are our greatest asset and we focus on building an exceptional team that spans all aspects of the business. This means that we have the skills needed in each area to develop competitive advantage, continue our success and achieve our vision. At Tullow, we have created an environment that allows people to work and contribute in the best way possible, and we are proud of our growing reputation as an employer of choice in the industry. We have invested heavily in developing HR resources and capability and a key achievement is the successful launch of the Group’s HR strategy. This is based on four interdependent aspects incorporating Culture & Engagement, Talent Development, Performance Management and Reward & Recognition. Good progress was made with the implementation of the HR strategy during 2009 and in particular with the introduction of ‘Living our Values’ based on the unique culture and characteristics that our success has been built on. As we continue to grow rapidly and spread geographically ‘Living our values’ is a way to ensure that everyone is aligned to our expectations. Living our values Our values – Focus on Results, Commitment to Tullow and each other, Integrity and Respect, Entrepreneurial Spirit and Initiative – capture the way we do business. In 2009, we tested understanding and adoption of these values and many aspects of key Group-wide issues and initiatives in our first, highly successful, global employee and contractor survey called Tullow Talkback. 76% of respondents positively engage with and are well disposed to our values which, although a good result, leaves room to improve. Measuring our performance Progress and performance For more details on our 2009 performance and our future objectives. Read more on page 20 Read more on page 50 www.tullowoil.com 39
Page 1 and 2: Tullow Oil plc 2009 Corporate Respo
Page 3 and 4: Contents Overview 2 Building Africa
Page 5 and 6: Overview Building Africa’s leadin
Page 7 and 8: Ireland United Kingdom EDP Netherla
Page 9 and 10: Some of our awards Overview FT Arce
Page 11 and 12: Overview Our strategy Vision To be
Page 13 and 14: Overview A focus on people In addit
Page 15 and 16: Our approach and performance Our ap
Page 17 and 18: The Board has overall responsibilit
Page 19 and 20: Our approach and performance • Al
Page 21 and 22: The Stakeholder Engagement team is
Page 23 and 24: Focus 2009 objectives Status 2009 p
Page 25 and 26: EHS Ensuring people are safe and mi
Page 27 and 28: Bespoke training In 2009, we began
Page 29 and 30: During the development phase of the
Page 31 and 32: 2009 H&S audit Tullow undertook a H
Page 33 and 34: Setting standards building partners
Page 35 and 36: Protection Agency (EPA) October 200
Page 37 and 38: submitted to EPA February 2009 Scop
Page 39: hearings are conducted over three m
Page 43 and 44: People Total workforce 26% Increase
Page 45 and 46: Society Building long-term relation
Page 47 and 48: We need to ensure that awareness of
Page 49 and 50: commence. Ensuring delivery of mate
Page 51 and 52: Supplementary information Assurance
Page 53 and 54: Supplementary information Social en
Page 55 and 56: Basis of reporting Basisofreporting
Page 57 and 58: Social data Indicator Description B
Page 59 and 60: G3 content index Profile disclosure
Page 61 and 62: G3 content index Standard Disclosur
Page 63 and 64: New reporting centre tullowoil.com/

CR Report PDF - Tullow Oil plc

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