CR Report PDF - Tullow Oil plc

People
Localisation programme, Uganda
In 2010, we will welcome our first
Tullow Uganda secondee, Lynda
Biribonwa, who will work as an
Environmental Adviser with the
Group’s environment team based in
London. Our focus will be to enhance
Lynda’s understanding of Tullow’s
business, project management,
leadership skills and environmental
engineering. We are aiming to provide
a thorough grounding in the
environmental aspects of the
exploration and production business.
With our projects in environmentally
sensitive areas along the Albertine Rift
Valley in Uganda, first-class
environmental skills are vital
to our success.
“I am excited and looking forward to
the opportunity to understand the
wider aspects of the Exploration and
Production business and to work on
Group-wide projects and environmental
issues. I can then pass on my skills
and knowledge to my Ugandan
colleagues back in Kampala, when
I return.”
Lynda Biribonwa
Environmental Compliance Advisor,
Uganda
Ugandan employees
61
Tullow Talkback – People
A. 94.1%
feel passionate
about their work.
B. 95.8%
believe their role
contributes to
Tullow achieving
its strategy.
C. 88.8%
feel motivated
to improve the
company’s
performance.
Positive Neither Negative
Tullow Talkback
Following on from our global employee and contractor
survey we committed ourselves to holding workshops
in all of our main locations to examine in detail the
results of the survey. We have now held eight
workshops in five countries to give teams in each
location the opportunity to identify issues which they
feel are important to them, take ownership of those
issues and make action plans to resolve them.
Participants at the workshops were selected to
give a cross section of views, with senior managers
working alongside their team members in an open
and honest environment. Issues identified are diverse
and range from data integrity to communication
between offices, with an enthusiastic willingness
in all locations to make a difference.
The final workshops were held in London in May 2010,
and we will now collate all the findings and action
plans and report back to the business, including the
Group’s Executive team.
The global HR team is facilitating the achievement
of the action plans identified and delivery of 70% of
the actions raised is one of our main KPIs for 2010.
Employee relations
We believe it is critical for us to maintain high-quality
relations with our employees. Since 2007, employee
numbers have grown 80% and our total workforce,
including contractors, has increased almost 40%.
Tullow now has a total workforce of 880 people. One
of the most notable changes has been the increase in
the number of female employees, who now represent
24% of Tullow’s workforce, up from 14% in 2007.
We have also maintained a very low staff turnover rate,
in the order of 2%, and we are proud of the high level
of commitment and loyalty we receive from our
employees. We work hard to ensure that Tullow
people have a shared vision wherever they work in
the business. This is underpinned by a common set
of values and strong business ethics.
We understand the importance of strong employee
communications and in particular the value of direct
face to face meetings with senior management and
leaders of the Group. We have a range of initiatives
including increased Board visibility and access for all
staff, EHS Leadership Team visits to operations and
presentations to staff and team briefings. We have an
internal communications team and we are currently
redeveloping the Group’s intranet.
Tullow encourages employee share ownership and
2010 will see the introduction of a replacement Share
Option Scheme for all staff and we also plan to expand
our existing Share Incentive Plan.
40 Tullow Oil plc 2009 Corporate Responsibility Report