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Tullow Oil plc Corporate and Social Responsibility Report 2006
Tullow Oil plc
Corporate and Social Responsibility Report 2006

Our values
To respect the countries in which we operate
To contribute to and support local communities
To care for the environment
To empower and support the individual
To value and foster long-term relationships
To be transparent in our activities and reporting
Waraga area, Uganda

1
About us
Tullow Oil plc is one of the largest independent oil and gas exploration
companies in Europe. The Group has 120 licences in 22 countries, with
operations in Europe (primarily in the United Kingdom), Africa and
South Asia. In January 2007, Tullow completed the £595 million
acquisition of Hardman Resources Limited, which materially enhances
the Group’s operations in Mauritania and Uganda and adds high-impact
exploration licences in South America.
Key
E–Exploration
D–Development
P–Production
Tullow is headquartered in London and employs over 250 people
worldwide. The Group’s shares are listed on the London and Irish
Stock Exchanges and Tullow is a constituent of the FTSE250 index.
Tullow had an excellent year in 2006. Record operational and financial
results were achieved in a favourable oil and gas pricing environment,
and each core area continued to deliver strong performances. Sales
revenue increased by 30% to £578.8 million and profit before tax was
up 47% to £263.3 million.
This growth was driven by strong increases in European gas production
against a background of stable African oil production, and sales prices
which were on average 29% ahead of 2005. The Group achieved average
production of 64,720 barrels of oil equivalent per day (boepd) and 89%
organic reserves replacement. Total reserves and resources increased
by 149 millions of barrels of oil equivalent (mmboe) to 506 mmboe.
Current production is over 76,000 boepd, and during 2007 the focus is
on continuing to increase production to a targeted level of 85,000 boepd
by the end of the year and drilling over 30 wells, including major
multi-well campaigns in Uganda, Namibia and India.
For more detailed information on our financial performance and
operations please visit our website.
www.tullowoil.com
22
21
Feedback
We welcome any feedback you have.
Please provide your comments to:
20
Graham Brunton
Head of EHS
Tullow Oil plc
3rd Floor
Building 11
Chiswick Park
566 Chiswick High Road
London W4 5YS
Tel: +44 20 8996 1000
Fax: +44 20 8994 5332

Europe
Africa
South Asia
South America
01 Portugal E
02 United Kingdom E D P
03 Angola E
04 Cameroon E
05 Congo (Brazzaville) D P
17 Bangladesh E D P
18 India E
19 Pakistan E D P
20 Falkland Islands E
21 French Guiana E
22 Suriname E
06 Congo (DRC) E
07 Côte d’Ivoire E D P
08 Equatorial Guinea E D P
09 Gabon E D P
10 Ghana E
11 Madagascar E
12 Mauritania E
02
13 Namibia D
14 Senegal E
15 Tanzania E
16 Uganda E
01
19
12
4
18
17
04
07 10
08
09
05
06
16
03
15
13
11
Average production
Year end reserves and resources
Revenue
Oil/Gas
Core area
Oil/Gas
Core area
Oil/Gas/Tariff
Core area
Oil 52%
Gas 48%
Europe 46%
Africa 51%
South Asia 3%
Oil 40%
Gas 60%
Europe 16%
Africa 80%
South Asia 4%
Oil 46%
Gas 51%
Tariff income 3%
Europe 53%
Africa 46%
South Asia 1%
Total 64,720 boepd
Total 506 mmboe
Total £579 million

Welcome to our Corporate and Social Responsibility
Report 2006. At Tullow, our aim is to conduct our business
to the highest industry standards in a way that is ethical
and safe, minimises our impact on the environment and
ensures that we are open with and supportive to the local
communities and countries where we have operations.
Contents
Page
> About us
02 A message from Aidan Heavey
I am proud of the work we do in countries
where we have operations and hope this
report will help you understand why.
06 Corporate governance
The Board and senior management
are fully committed to all aspects
of good corporate behaviour and
risk management.
08 CSR Committee and programme
Meet our CSR Committee, and
understand our CSR philosophy
and strategy.
10 SEE accountability
Social, ethical and environmental
(SEE) accountability is very important
to us given the international spread
of our operations and the dynamic
nature of our industry.
12 EHS at Tullow
13 Meet the EHS Team
14 EHS management system
16 EHS performance
18 Health and Safety
21 The Environment
26 2006 Key plans and objectives
30 Social performance
The principles that guide us of ethical
behaviour, integrity and honesty are
constant in all our responsibilities.
40 2007 goals and objectives
41 An integrated approach
We consistently apply and achieve high
EHS and CSR standards and this enables
us to deliver long-term, sustainable and
profitable growth.
42 Supplemantary information
44 Glossary
IBC Other information
‘Working with Communities’
04 Uganda
18 Malaria Management Programme
27 Art Competition
38 Education
Case studies
06 ECOFAC
08 touraid
12 ‘Step change in Safety’
15 Turtles in Chachar
19 Excellent operational safety
20 New driving policy
21 Commingling gas flows at Bacton
22 Carbon Disclosure Project
28 Crisis Management January 11, 2007
04
Uganda Empowering
communities and creating
self-sustainable enterprise
and development.
28
Crisis Management Being proactive,
prompt and effective in the event of
any incident.
38
Education, along with
children, health and basic
needs are the key focus of
our community initiatives.

A message from Aidan Heavey
Throughout Tullow’s 21-year existence, we have always maintained
a long-term perspective on our operations and our responsibilities.
We seek to establish partnerships with governments, other oil and
gas companies, shareholders and the communities where we work.
We rely heavily on the dedication, skills and professionalism of our
employees to ensure that our reputation, or their safety, is not
compromised by the actions of ourselves or others.
The Group now employs over 250 people
spread across 22 countries and during
2006 worked 6.1 million hours. Our growth
has resulted in higher levels of day-to-day
activity, a more widespread portfolio of
operated and non-operated licence interests
and substantial investment in our assets, our
systems and our staff. I am happy to report
that 2006 was another year of successful
progress in the ongoing development of
our Environment, Health and Safety (EHS)
practises and Corporate Social Responsibility
(CSR), which we manage through our
community and social programmes.
In recent years, the oil and gas industry has
come under increasing scrutiny in respect
of its environmental performance and
safety culture. Our performance is not only
measured by hard statistics like a lower
Lost Time Incident Frequency Rate (LTIFR),
better water management or carbon
emissions, but also by the endorsement
of agencies such as Royal Society for the
Prevention of Accidents (RoSPA) in the
UK and the achievement of International
Standards Organisation (ISO) 14001
certification for our corporate environmental
management system. We have clear
management standards and policies for
CSR and EHS and these are implemented
and communicated across the Group. On
the ground, Tullow’s flat structure and open
culture ensures that any issues are disclosed
and employees feel comfortable in offering
suggestions. We actively support continuous
improvement in our performance in these
areas through strong leadership and ongoing
training at all levels in the business.
The value of our social programmes is
demonstrated by the positive community
relations Tullow has established in each of
its core areas and the tangible improvements
in living standards, health and education that
result from our programmes.
For example, at the 2005 Ernst & Young
Entrepreneur Awards in Ireland, John O’Shea,
who founded GOAL, challenged the awardwinners
and audience to visit developing
countries and see if they could make a
difference by focusing their skills on helping
communities to help themselves. He
emphasised the need to develop new
commercial initiatives in addition to health
and educational support projects. Tullow
undertook this challenge and chose the
Kaiso-Tonya area in Uganda on the shore of
Lake Albert, where we have a 100% operating
interest in Block 2 in the Lake Albert Rift
Basin. Full details of this project are on
pages 4 and 5 of this report, and throughout
the report there are several examples of
projects we supported or undertook during
the year.
Through our CSR Committee, which includes
both senior executives and non-executive
Directors of the Group, we ensure that our
community and social funding, which in
2007 will be US$2.5 million, is allocated to
countries and projects where our contribution
can make a real difference.
At Tullow, we are committed to
comprehensive disclosure and openness in
everything we do. This is our second annual
CSR Report and we have taken on board
much of the valuable feedback we received
last year. We apply and expect the highest
standards every day in our work, and our
performance is closely monitored by Tullow’s
Board and has a direct influence on appraisal
and reward systems throughout the Group.
Ultimately, as Chief Executive, I am
responsible for ensuring that Tullow is seen
as a responsible and safe operator, a partner
of choice and a good neighbour wherever
we work. I am proud of Tullow and the work
we do in the countries where we have
operations and hope this report will help
you to understand why.
Aidan Heavey
Chief Executive Officer
Nominated Director with
CSR and EHS Responsibility
2 Tullow Oil plc Corporate and Social Responsibility Report 2006

Aidan Heavey in Kaiso-Tonya, Uganda
BitC ’Big Tick’ environment award
A £1 million investment was undertaken at the Bacton Gas Terminal, which significantly improved the environmental
performance of this operation including a 55% reduction in Carbon Dioxide (CO 2
) emissions. In recognition of this
achievement, Tullow received a ‘Big Tick’ award in the International Climate Change Category of the Business in the
Community Awards (BitC) for Excellence. This demonstrates that such projects can significantly reduce environmental
impacts, while making sound business sense. This award is a welcome external recognition of our commitment to
improving our environmental performance, and full details of this project are on page 21.
RoSPA ‘Gold Award’
The Royal Society for the Prevention of Accidents (RoSPA) is a registered charity established over 80 years ago to
promote safety and the prevention of accidents. The charity recognises outstanding health and safety performance
through an annual awards programme. In 2007, Tullow received a RoSPA ‘Gold Award’ for occupational health and
safety management, based on results for the period 2002 to 2006. Tullow is delighted with this recognition, which is
a reflection of the level of organisational and management support given to reviewing and championing health and
safety initiatives and policies throughout the Group. Whether it be an office, gas terminal, offshore installation or
drilling rig, this level of commitment ensures that health and safety is an integral part of our daily activities.
BitC Environment Index ‘Bronze Award’
The Environment Index assesses the extent to which an organisation integrates environmental responsibility into their
business functions. It is an annual assessment of environmental performance that benchmarks companies against
both their sector peers and all other companies that participate in the Index. It measures companies on the integration
of environmental issues into their core business and on environmental management issues. Participating companies are
also assessed on their assurance processes and their commitment to disclose their Index submission. The Environment
Index Executive Summary and Report are used by a myriad of organisations, ranging from investors and the media to
Non-Governmental Organisations (NGO) and academia. In 2006, Tullow participated for the first time in the 11 th Environment
Index and received a ‘Bronze Award’ for its environmental management and performance. This represents a score of just
over 70% and is a good performance relative to the sector and the index. The individual company report we received on
Tullow’s performance has also given us some great feedback and ideas on how we can improve our performance further.
Evolving our CSR reporting
In the 2005 report, we committed to evolving our CSR reporting and part of this process was meeting with and inviting
comments from key stakeholders to assist us in improving our disclosure and transparency. Feedback was received
from Tullow employees and management, institutional shareholders and the Ethical Investment Research Service
(EIRIS). EIRIS is a sustainability rating agency which collects data for fund managers and other clients, including the
FTSE4Good Responsible Investment Index. We have incorporated this feedback into this year’s report. Look out for
this symbol throughout the report to see where direct changes have been made.
Working with Communities
We have developed a social initiative called ‘Working with Communities’ (formerly ‘Adopt a Village’) to encapsulate
what Tullow aims to achieve in its social and community initiatives across the Group. Our goal is to foster and support
longer-term development and self-sustaining enterprise in local communities, and our involvement is designed to be
minimal after the initial organisation and set-up of the project. In 2006, Tullow spent US$1.5 million on CSR projects
and many of these are outlined in this report. Just look out for this logo.
Tullow Oil plc Corporate and Social Responsibility Report 2006 3

Working with Communities
Uganda
Initiating the project
Initial discussions held with local village
chiefs from Kaiso-Tonya communities helped
to identify key problem areas and potential
commercial opportunities. This community
is at the bottom of an escarpment on the
shore of Lake Albert within the Block 2
licence area. There was no meaningful
regional economy, infant mortality rates
were high and safety was a particular issue
for the thousands of fishermen who fish Lake
Albert every day for their food and livelihood.
As a result of these discussions, Tullow
initiatives in this region have been largely
focused on empowering communities and
creating sustainable, effective programmes
centred on access, health, safety, enterprise
and education.
Improving access
The location of the Kaiso-Tonya communities
with few routes out other than by boat meant
that they were effectively cut off from the
outside world, with limited access to medical
facilities or for government aid. Road access
to the drill site and two new airstrips had
to be constructed for our operations in the
region. This has provided access not only
for aid and emergencies, but has also
created a route to market and better prices
for local fishermen, who otherwise lived a
subsistence existence.
Improving health
The drilling operations has brought other
benefits to the communities where some
30 people die each year from water-borne
cholera. The drilling equipment was used
to drill several successful water wells and
pipes were installed to carry fresh water to
the communities. Prior to these wells being
drilled, local women had to walk into the
bush to gather firewood to use when boiling
water from the lake, which is also used for
bathing and washing.
Poor hygiene was a main cause of infant
mortality in the region, where 25% of children
die during child birth. Four simple hygienic
birthing rooms are planned, and one has
already been constructed. Local women and
birthing attendants have been trained in
hygienic birthing methods, and while this
project is still at an early stage, infant
survival rates are already improving.
Improving safety
Few of the thousands of fishermen from
the communities who fish on Lake Albert
are able to swim, and loss of life through
drowning is common. Having identified the
need for life jackets, Tullow has worked in
association with the National Lake Rescue
Initiative in Uganda to resource the relevant
manufacturing skills, which involved local
women being trained in the production of
life jackets. A manufacturing unit was also
set up and the life jackets produced at this
facility have been certified to international
standards. The manufacturing unit also
serves as a lifeboat station for a local lake
rescue team, and the existing lifeboat will
soon be replaced by a new Tullow-sponsored
lifeboat. This initiative has even attracted the
attention of the German Sea Rescue Service
and may be used as a teaching aid for a
Government Search and Rescue Management
Course at the World Maritime University. In
January 2007, two fishermen were rescued
as a result of these initiatives and more lives
have been saved since.
Developing enterprise
Local carpenters were employed for a
number of projects in the region, one of
which has already become a profitable
enterprise. Uganda has a substantial annual
consumption of circa 200 tonnes of honey,
but imports the vast majority of this as
in-country production is approximately
20 tonnes. Local carpenters are building
beehives that are tended by a co-operative
of seven villages that have been trained in
bee-keeping methods. 200 hives are already
in place, with a total of 2,000 planned over
two years. In 2006, which was its first full
year of operation, the co-operative made
a significant profit providing a very positive
economic benefit to the lives of the many
people involved in the project. Sunflower
seeds and fruit trees have also been
distributed throughout the region to help
with nectar production, and to provide
shade and an additional source of food.
Supporting education
Local carpenters have also been employed
in the improvements made to Kyehoro
Primary School, where two new classrooms
have been constructed and furnished
with desks and ancillary teaching aids.
The school has also been provided with
Tullow-sponsored teachers and playground
equipment. A school vegetable garden has
been created and pumpkins, maize, kale,
tomatoes, chillies and papaya have already
been grown.
Sustainable development
In total, US$220,000 has been spent in
the region on a variety of projects designed
to improve the lives of the communities
local to our operations in a manner that
is sustainable, profitable and relevant. We
believe that our involvement in these projects
is indicative of the true value of CSR, where
we share our corporate success with our
neighbours and contribute to sustainable
development of the local communities.
4 Tullow Oil plc Corporate and Social Responsibility Report 2006

About Tullow in Uganda
Post the Hardman Resources acquisition
in 2006, Tullow has a 100% operated
interest in Block 2 in the Lake Albert
Rift Basin, and is the largest acreage
holder in the area. Four oil discoveries
were made in the Kaiso-Tonya region
of the block during 2006, proving up a
working hydrocarbon system in the
basin with good quality oil from highly
productive reservoirs.
Substantial upside potential has also
been identified in the block in the Kaiso-
Tonya area, the Butiaba area to the north
and beneath Lake Albert, where the
larger prospects are located.
Block 2 is also likely to be the hub of any
future development due to the relatively
easy access to the lake shore, the level
terrain for operations and the logical
oil export route to the coast.
In 2007, Tullow will undertake a
programme of 2D and 3D seismic
acquisition and further drilling across
the basin to prove up the reserves.
In addition, Tullow plans to sanction
the development of an Early Production
System in 2007, with a view to producing
first oil in 2009.
Tullow Oil plc Corporate and Social Responsibility Report 2006 5

Corporate Governance
In today’s environment, Tullow faces a wide range of challenges
and opportunities in the areas of CSR and EHS responsibility
and performance. This is particularly so given the nature of the
oil and gas industry and the geographic location of the Group’s
operations, many of which are in countries with complex
socio-economic challenges or high environmental sensitivity.
www.tullowoil.com/about us
Tullow has a long track record of respecting,
developing and fostering relationships
in countries and communities where we
operate. This longevity is based on an
awareness and understanding of the
Group’s obligation to its responsibilities.
The Board and senior management are fully
committed to all aspects of good corporate
behaviour and risk management. Corporate
responsibility and accountability is reflected
in our organisational structure, policies and
processes and ensuring we comply fully with
legislative and regulatory requirements.
Clear and effective governance
Tullow’s Board operates within a clear
governance framework for the management
of the Group, the safety of its operations
and employees and the balance of countries,
business units and individual assets
within our portfolio. The Board has overall
responsibility for the financial, business
and operational risks facing the Group, and
to ensure that Tullow consistently applies
its focused growth strategy and maintains
a long-term view in developing the business.
The Board comprises 12 Directors with seven
executive Directors and five non-executive
Directors. Rohan Courtney is the Senior
Independent Director and the Board operates
three principal committees.
Directors’ biographies and Board Committee
information are on pages 34 and 35 of the
2006 Annual Report and a detailed Corporate
Governance Report is on pages 37 to 41.
This information is also contained in the
Group’s website.
Strong risk management
Tullow is exposed to a range of technical,
geological, operational, political,
environmental, health and safety and
financial risks in the conduct of its day-to-day
business. The Group seeks to manage and
mitigate these risks by maintaining a
balanced portfolio, through compliance with
the terms of its licences, the application of
established policies and procedures
appropriate for an international oil and gas
company, and the recruitment and retention
of skilled personnel throughout its business.
The Group’s principal risks are considered to
fall into four key categories of strategic,
financial, operational and external risks.
Detailed information on risk is contained on
page 41 of the Annual Report 2006.
Accounting policies and standards
The Directors are responsible for preparing
the Annual Report and financial statements,
which was published on 19 April, 2007.
The Directors have chosen to prepare the
accounts for the Group in accordance with
International Financial Reporting Standards
(IFRS), and in virtually all circumstances
a fair presentation will be achieved by
compliance with all applicable IFRS.
Political donations
There were no donations made to political
parties during 2006.
ECOFAC
Since 2003, Tullow has supported
the Programme for Conservation
and Rational Utilization of Forest
Ecosystems in Central Africa
(ECOFAC). This support was recently
renewed for a further three years
to 2009, with total funding of
US$155,000. The aim of this project is
to educate local communities to help
them prevent the spread of Ebola to
the human population, to manage and
monitor new epidemics of Ebola on
large monkeys and other wild animals
and to help gorilla families acclimatise
to humans so that eco-tourism can be
developed in the region. Preventing
and managing the spread of Ebola is
a significant factor in maintaining the
gorilla population. A fundamental
element in ensuring the survival of
these incredible primates is the need
for a greater understanding of this
devastating disease, and this is the
key reason for Tullow’s continued
support of this major project.
6 Tullow Oil plc Corporate and Social Responsibility Report 2006

Audit Committee Remuneration Committee Nominations Committee
The Audit Committee monitors and
reviews all financial reporting, systems
of internal control, risk management
and the Group’s relationship with the
external auditor. The Audit Committee
comprises five members, met four
times during 2006 and the Chairman
of the Committee is Rohan Courtney.
The Remuneration Committee is
responsible for setting targets for
performance-related pay, the design of
share incentive plans and pension policy
for executive Directors and senior group
executives. The Committee also determines
the remuneration of the Chairman,
executive Directors and key senior
management at Tullow. The Remuneration
Committee comprises six members,
met four times during 2006 and the
Chairman of the Committee is Pat Plunkett.
The Nominations Committee focuses
on Board structure, size and composition,
succession planning for Directors and
senior management, the selection
and nomination of new Board members
as appropriate and also makes
recommendations on the composition
of Board committees. The Nominations
Committee comprises six members, met
three times during 2006 and the Chairman
of the Committee is Pat Plunkett.
Angola
Tullow Oil plc Corporate and Social Responsibility Report 2006 7

CSR Committee and programme
The CSR Committee is responsible for managing all Tullow’s
community sponsorship support programmes and considers any
matters relating to social, charitable, community and educational
issues, together with CSR publications and CSR expenditure.
touraid
In 2006, Tullow sponsored a group
of 20 boys from the Kyadondo Rugby
Football Club in Uganda, through
a new charity called touraid, which
aims to give opportunities to young
people from disadvantaged
backgrounds the chance to come
to the UK to play rugby. touraid hopes
to establish sustainable links, through
rugby, between schools and clubs in
the UK and the disadvantaged areas
of developing nations to provide
educational, cultural, economic and
social benefits. Tullow’s sponsorship
helped the young rugby players spend
six days in the UK enjoying a variety
of activities, including training with
leading teams, playing a number
of fixtures and forming the Guard
of Honour to the South African
team when they played England at
Twickenham. The UK schools that
hosted these young Ugandans also
raised money to support their ongoing
education when they returned home.
Our CSR strategy aligns investment
with key areas and countries for business
development. In 2006, funding for social
and community projects amounted to
US$1.5 million, up 12% on the 2005
level. Information on these projects is
contained in the case studies throughout
this report. The 2007 budget for funding
social and community-based projects
is US$2.5 million, representing both
commitments under licence agreements
and discretionary funding.
Tullow has developed a set of project
funding criteria which concentrate on
the support of children, education and,
where appropriate, fulfilment of basic
needs, such as clean water. Projects
considered will be mainly long-term
investments where there is established
production, an operated activity or a
key country for development. One-off
investment will also be considered in
the context of Tullow’s business.
Overall, Tullow’s objective is to make
a tangible, positive difference and to
foster and support longer-term
development and self-sustaining
enterprise in local communities.
The responsibilities of the CSR Committee
are to:
• Develop and implement a framework
for submission, assessment and
approval of discretionary and mandatory
community, social and educational
expenditure undertaken by Tullow
Group-wide;
• Consider and propose an annual
budget for CSR activities to the Board
for approval as part of the overall
Group budgeting process;
• Evolve and further develop Tullow’s
social and ethical policies as part of the
overall risk management framework of
the business;
• Prepare the CSR Report annually;
• Review the internal CSR programme,
ensuring co-ordination between internal
and external activities and ensuring that
the internal CSR function is adequately
resourced and has appropriate standing
within the Group; and
• Consider other CSR matters as specified
by the Board.
In the 2005 CSR Report we
documented the key Social, Ethical
and Environmental (SEE) issues for
Tullow. Feedback from shareholders
requested that we enhance this
information by including exactly
how we address these issues,
highlighting the key aspects of
the Group’s policy in each area
and integrating all the elements
of related information into one
area of the report. We have done
this on pages 10 and 11.
8 Tullow Oil plc Corporate and Social Responsibility Report 2006

2006 CSR expenditure US$1.5 million
Total by country by classification by length of commitment
Angola 33%
Bangladesh 4%
Britain 2%
Congo (Brazzaville) 1%
Equatorial Guinea 12%
Gabon 9%
Ireland 5%
Namibia 10%
Pakistan 2%
South Africa 7%
Uganda 15%
‘Working with Communities’ 35%
Education 33%
Community Facilities 13%
Conservation 10%
Health 5%
Other 4%
Ongoing 69%
One-off 31%
Our CSR Committee
1 2
1. Graham Brunton
Head of EHS (Chairman)
2. Rohan Courtney
Senior Independent Director (non-executive)
3. Tom Hickey
Chief Financial Officer and executive Director
4. Paul McDade
Chief Operating Officer and executive Director
5. Kevin Quinn
Business Unit Manager South Asia
6. Bill Torr
General Manager Cape Town Office
7. Caragh Whale
EHS Technical Assistant
3 4
5 6
7
Tullow Oil plc Corporate and Social Responsibility Report 2006 9

Social, ethical and environmental accountability
Tullow is motivated by a strong belief that as a Group, collectively
and individually, we should be responsible, aware and committed
in all our activities. This is very important given the ever increasing
international spread of our operations, combined with the dynamic
nature and inherent risks of the oil and gas industry. Our goal is
to preserve biodiversity and promote sustainable development
by protecting people, minimising harm to the environment and
reducing disruption to our neighbouring communities.
Environment
We aim to minimise discharges, emissions and waste that adversely affect the environment. Staff and contractors are given
appropriate training to perform their tasks safely and with due regard for the environment. Risks from our activities are
assessed and either eliminated or reduced to acceptable levels. We apply responsible standards where legislation is inadequate or
non-existent. To respond effectively in the event of an incident we ensure that as a Group we are comprehensively prepared through
our Crisis Management System and local emergency training initiatives.
Appropriate and accountable policy
Updated March 2007
ISO 14001 certification for
Tullow Oil plc
Standardising ESIA across the Group
The Group’s EHS policy is reviewed annually, implemented across the Group and published on the
Group’s intranet and website. It is reinforced by appropriate training for staff and contractors to
perform their tasks safely with due regard for themselves, their colleagues and the environment.
This is supported by regular site visits to potentially higher risk activities by the EHS team and by
linking EHS performance top/down and bottom/up through the Group’s Performance Management
System. Tullow’s EHS policy is communicated to suppliers and partners through dialogue and
visits from country and business unit managers. Aligned EHS values and responsibility are part of
our Contract Procurement and Environmental and Social Impact Assessment (ESIA) procedures.
Tullow Oil plc achieved ISO 14001 certification in May 2006 for the Group’s corporate environmental
management system. To achieve and maintain a consistent approach to environmental
performance in an expanding business, Tullow uses its environmental policies, the Integrated
Management System (IMS) and related tools.
We integrate ESIA into our project and development planning and processes, using a template that
is aligned with World Bank Standards and best practice.
Health and Safety
Our goal is to ensure Tullow employees and contractors work in safe places with safe systems of work and that suitable procedures
are provided and maintained. Our philosophy is that everybody has individual authority, responsibility and accountability for the safety
of themselves and others. To support this, we train our employees and contractors to perform their task safely and we promote a
culture of reporting any health and safety concerns, near misses or incidents. We provide regular health and safety training and
briefings, and, to ensure that all employees and contractors are fully prepared in the event of a health and safety issue arising,
we conduct regular training drills and live simulation exercises in local operations.
A policy making every individual
accountable, updated March 2007
Strong leadership at a group and
local level
Good risk assessment and
pre-planning to mitigate risks
Health and safety is incorporated into the Group’s overall EHS policy. We have a detailed reporting
process for health and safety statistics and these are reported to the Board on an ongoing basis.
To promote a strong health and safety culture, we regularly communicate our performance in
these areas to employees through town hall meetings and the Group’s intranet.
EHS leadership and performance metrics are embedded in the Group’s Performance Management
System and linked into business unit and country performance targets and individual performance
appraisal. It is supplemented by EHS leadership training at all levels across the business.
Risk assessment is carried out at country, project and task level. All actions required are documented
and tracked through to completion. Effective design, planning and construction of operations helps
mitigate risks and identify and manage potential hazards in all development activity.
10 Tullow Oil plc Corporate and Social Responsibility Report 2006

Community
Our goal is to conduct all our business operations to best industry standards and to behave in a socially responsible manner.
Our values are to behave ethically and with integrity in the communities where we work and to respect cultural, national and
religious diversity. Directors, company personnel and contractors are responsible for ensuring compliance with this policy,
and we encourage our partners and stakeholders to observe similar standards wherever possible.
Implement a responsible and
responsive policy, updated March 2007
Hands-on leadership and sponsorship
from the CSR Committee
Proactive local engagement and
a meaningful contribution
The Group’s CSR policy is reviewed and implemented on an annual basis and is widely
communicated through Tullow’s intranet and website.
The Group has a CSR Committee which has overall responsibility to the Board for the
implementation of Tullow’s CSR policy, alignment of project sponsorship and business
development, and allocation of discretionary CSR funding. See full details on pages 8 and 9.
Country and business unit managers and local offices are responsible for implementing any social
or community-based commitments under the terms of licences or Production Sharing Contracts
(PSC). Local managers also make applications to the CSR Committee for discretionary funding to
support specific local community projects or charitable causes. The focus of these projects is
mainly on children, education and basic needs. Tullow undertakes long-term recurring
investments and one-off projects depending on the Group’s operations
and business development in the locality, country or region.
Compliance
Our goal is to comply with all applicable laws and regulations where we operate, and apply responsible standards where legislation
is inadequate or non-existent.
Ensuring management systems are
effective and implemented
throughout the Group
Rigorous audit programme to
support compliance
Moving to external verification of the
Group’s EHS and CSR performance
Each business unit and asset manager is responsible for implementing systems and processes
that comply with all the requirements of the Group’s IMS, which includes legislative and regulatory
compliance components. Full details of the IMS is on page 14.
The EHS team in Tullow conducts an annual Audit Programme. This is a combination of: strategic
audits which look at compliance with corporate policies and procedures in-country; tactical audits
at a business unit level to ensure that EHS policies and procedures are effective; asset-specific
audits for key higher risk activities such as drilling and seismic acquisition programmes.
In 2006, Tullow reviewed the options for external verification of the CSR Report, including an
assessment against the Global Reporting Initiative (GRI) principles, which are being updated
in June 2007. Overall, Tullow is committed to producing a balanced and reasonable account of
its economic, environmental and social performance and is working towards achieving
external verification.
Stakeholder engagement
Our goal is to cultivate strong, open and lasting relationships with all key stakeholders, both internal and external. We are committed
to clearly communicating all aspects of the Group’s performance in a timely, uniform and transparent manner and we support this
objective with a wide range of initiatives at a local, business unit, country and corporate level.
Open, transparent and
timely reporting
Broad engagement with
all stakeholders
Strong Investor Relations and
Corporate Communications
programmes
Tullow publishes a range of corporate communications documents and presentations as well
as complementary materials such as Group policies, company profile, fact sheet, fact book and
additional information on operations and assets, all of which are available on our website at
www.tullowoil.com. In 2006, as part of a Group-wide initiative to improve internal communication,
knowledge sharing and information, the Group developed a common Tullow intranet.
At a corporate, country and business unit level, Tullow operates a wide range of communications
programmes, full details of which are on pages 34 and 36.
Tullow now has over 10,000 shareholders, comprising a range of investors including
pension funds, fund management companies, private individuals, Directors, management
and employees. In 2006, over 250 meetings were undertaken with investors, analysts and
the financial media.
Tullow Oil plc Corporate and Social Responsibility Report 2006 11

EHS at Tullow
At Tullow, we are committed to the highest standards of EHS
performance across our business and we seek to continuously
improve all our EHS activities. We regularly set and review our
EHS objectives and targets and benchmark our activities, with
the aim of achieving consistent improvement in EHS knowledge
and performance.
EHS responsibility
Tullow’s EHS policy, which was updated in
March 2007, aims to ensure that the Group
manages and minimises its impact on the
environment and ensures that Tullow
employees and contractors have a safe place
to work with safe systems and procedures.
We aim to comply with the appropriate
environment, health, safety and welfare
legislation in every jurisdiction where the
Group has operations.
A reflection of Tullow’s commitment to the
sustainable development of the Group is that
responsibility for EHS and CSR resides at the
highest level. Aidan Heavey, Tullow’s founder
and Chief Executive Officer, is the Nominated
Director with responsibility for EHS and CSR.
EHS performance is reported to management
on a monthly basis and any material issue is
reported and dealt with immediately. There
are formal presentations to the Board on this
subject a minimum of twice a year.
EHS culture
We promote a strong EHS culture by
embedding EHS throughout the business,
and in the conduct of our day-to-day
activities. We manage our EHS performance
through the Group’s IMS and related tools.
All Tullow job descriptions clearly identify
the general health and safety responsibilities
for the individual as well as any specific
requirements for their role. Health and safety
awareness is one of the five key qualities that
are assessed as part of Tullow’s performance
appraisal process, where employees are
evaluated by how well they understand the
importance of EHS issues in all aspects of
the business and whether they fully and
actively support Tullow’s EHS policies and
objectives. There is a strong EHS culture
which ensures high levels of employee and
contractor awareness and a willingness to
contribute individually and collectively to
EHS issues.
At a senior level, there are bi-monthly
EHS management meetings and health
and safety is on the agenda at the Group’s
monthly meeting, feedback from which is
widely circulated. For high risk activities,
such as drilling and seismic acquisition,
there is direct involvement with the
contractors managing the project to
ensure that health and safety standards
are being met and maintained.
EHS leadership
We provide strong and visible leadership
in EHS. Each year, Tullow’s Chief Operating
Officer, Paul McDade, holds a week-long
seminar which is attended by business unit
and country managers and other senior
personnel including those responsible for
higher risk activities such as drilling and
seismic acquisition. This meeting includes
two days dedicated to EHS to ensure a
consistent message and standards across
the Group and to get senior management
input into upcoming EHS activities. Subjects
covered this year included EHS leadership
and commitment, an introduction to the
improved Accident and Incident Reporting
and Investigation Procedures and a
discussion regarding the annual EHS
management review. Briefings were also
conducted on crisis and emergency
management, ISO 14001 certification and
environmental standards management,
and CSR initiatives.
‘Step Change in Safety’
As a member of the United Kingdom
Offshore Operators Association
(UKOOA), Tullow participates in a key
industry initiative called ‘Step Change
in Safety’, which aims to make the
UK the safest place to work in the
worldwide oil and gas industry by the
year 2010. To support this programme
Tullow encourages business unit
managers to visit key operational
sites to raise the profile of safety
and safety awareness. In 2006,
Mike Simpson, UK Business Unit
Manager, visited the Ensco 101
drilling operations and Bacton Gas
Terminal as part of the ‘Boots on
for Safety’ element of this campaign.
12 Tullow Oil plc Corporate and Social Responsibility Report 2006

Our EHS team
1 2
3 4
5
6 7
3. Paul Coward
UK Business Unit, EHS Adviser
BSc Hons, Aged 31
Paul joined Tullow in July 2005, as EHS advisor
for the UK operations including the Bacton Gas
Terminal and the Hewett, Schooner and Ketch,
and Horne & Wren fields. Paul has six years’
oil and gas experience, and prior to joining
Tullow worked with Petrofac in Facilities
Management including providing EHS support
for a number of UK offshore assets for a range
of operators.
1. Graham Brunton
Head of EHS, Reports to Aidan Heavey
Bsc Hons, Postgraduate H&S qualification
Aged 43
Graham joined Tullow in November 2001 as
Head of EHS. His current role involves managing
environment, health, safety and security issues
across the Tullow portfolio as well as managing
the Group’s CSR programme. Graham has over
15 years’ experience in the oil and gas industry
and prior to joining Tullow, he worked for BHP
Petroleum. Before that he worked as an EHS
Consultant and his first role after graduating
was as an Inspector with the Health and
Safety Executive.
2. Monique Beattie
Bangladesh EHS Advisor
MSc in Geology, BCom in Accounting, Aged 42
Monique Beattie has worked for Tullow since
mid-2004, when she became the Group’s EHS
Advisor for African Assets, having previously
been EHS Manager for Energy Africa. In July
2006, Monique was seconded from Cape Town
to Dhaka for 18 months to support Tullow’s
Bangladesh business at a busy time in its
operations. Her previous work experience was
mainly in greenstone gold mineralisation and
cement manufacture.
6. Rex Quick
Africa EHS Adviser
BSc Hons, MSc, Aged 47
Rex has been with Tullow Oil just under one
year, and for the previous 10 years had been an
EHS Consultant. He has carried out more than
50 studies in the urban, terrestrial and marine
environments of Africa, the Middle East, and
Europe. These studies have covered virtually
all aspects of impact assessment and
environmental management, including oil and
gas exploration and production activities and
pipeline discharges. Rex also has extensive
health and safety experience.
4. Maree Early
EHS Advisor
BE in Chemical Engineering
Postgraduate OHS qualification, Aged 30
Maree joined Tullow in May 2006 as an EHS
Advisor. Her role involves working on corporate
policies, and providing EHS assistance to various
Group projects and operations. Maree began
her career as an Engineer, and studied for
a Postgraduate Occupational Health and
Safety (OHS) qualification whilst working in
the manufacturing industry. Maree has over
eight years’ experience in EHS, and her
previous roles included Senior EHS Advisor
for Pilkington Australia.
7. Caragh Whale
EHS Technical Assistant
BA, NEBOSH Certificate, Aged 32
Caragh joined Tullow in May 2006 as EHS
Technical Assistant. Her role involves managing
and reporting on statistical EHS information,
Crisis Management Team administration,
intranet EHS/CSR content management and
Secretary of the CSR Committee. Caragh
successfully obtained her NEBOSH general
certificate within months of joining the
EHS Team.
5. Sajjad Ahmed Gill
Pakistan EHS Adviser
Medical Doctor, Aged 40
Sajjad joined Tullow in April 2000 and is responsible
for managing the EHS aspects of the Group’s
Pakistan operations and providing occasional
support to Bangladesh. Sajjad, who is a qualified
doctor, has over 12 years experience in the oil
and gas industry, with environmental and safety
skills including a National Examination Board
for Occupational Safety and Health (NEBOSH)
Certificate and RoSPA Certification. Sajjad
previously worked with Schlumberger Oil Field
Services as a medical adviser.
In April and May this year, three new people
joined the EHS team with responsility for EHS
and CSR in Uganda.
Nahya Nkinzi
CSR Advisor
Ashleigh Olsen
EHS and CSR Adivsor
Steve Dawson
Senior EHS Advisor
Tullow Oil plc Corporate and Social Responsibility Report 2006 13

EHS at Tullow
continued
By 1 June, 2007 we are required by
the Department of Trade and Industry
(DTI) to prepare and publish, on
Tullow’s and the DTI’s websites, a
statement on our environmental
management system. This is part of
an initiative to promote the use and
implementation of such systems by
the offshore oil and gas industry in
the UK, and Tullow already fully
complies with this recommendation
through the use of the IMS. The scope
of the public statement concentrates
only on those assets regulated by the
DTI, which for Tullow are the Hewett
offshore installations.
EHS management
Tullow manages its EHS performance
through the Group’s IMS, which provides a
disciplined framework for the management
of environment, health, safety and security
throughout the Group. Each business unit
and asset is responsible for implementing
systems and processes that comply with the
requirements of the IMS. Tullow Oil plc’s
certification to ISO 14001 provides external
verification of the IMS and this is
complemented by an internal EHS audit
programme to ensure that compliance with
the IMS is effective at an operational level.
The IMS offers a high level of business
assurance through:
• A systematic approach to critical
business activities;
• Clear assignment of responsibilities
and accountability;
• High standards for business and
EHS performance linked to Group
EHS objectives;
• Legislative and regulatory compliance
throughout all operations;
• Sound risk management, planning
and decision-making; and
• Efficient and cost-effective planning
and conduct of operations.
The system also allows us to record
and share EHS experiences and we use
those findings to continually improve
performance standards. For new projects
and developments, ESIAs are integrated
into the decision-making process. Overall,
we use the IMS to measure progress, plan
improvements and ensure accountability
for EHS performance and we have an
ongoing focus on ways to reduce any
environmental impacts and achieve
sustainable improvements in this area.
Intergrated Management System (IMS)
Organisation and
responsibilities
Objectives and Plans
Policy
Leadership, accountability
and commitment
Continual improvement
Planning
• Risk management
• Legislative and regulatory compliance
• Management of change
• Personnel selection, training
and competence
• Contractor selection and management
Implementation
• Design and construction
• Operations and maintenance
• Crisis and emergency management
• Incident investigation
• Health management
• Environmental management
• Travel and security
• Social, ethical and
community awareness
• Information and documentation
Performance measurement,
monitoring and reporting
Audit, review, assessment
14 Tullow Oil plc Corporate and Social Responsibility Report 2006

Turtles in Chachar
Tullow’s EHS Policy clearly and explicitly
empowers any individual to stop any
activity at any time where there is an
unacceptable risk of an accident or
environmental incident. The practical
application of this statement does not just
apply to major issues, as demonstrated
during a drilling operation in Pakistan
during the year. The commitment of
Tullow’s workforce to the environment
and local biodiversity meant that work
in the immediate area of a well was
suspended until a small local species of
turtle that was found near the site could
be relocated to a new home nearby.
UK SNS
Tullow Oil plc Corporate and Social Responsibility Report 2006 15

EHS performance
In this section of the report, we have outlined our environmental,
health and safety performance. The Group’s operating and financial
performance is fully reported on during the year and is contained in
our Annual Report, Full Year and Interim Results statements and
Trading and Operational updates. This, and additional information
on the Group, is available on our website.
www.tullowoil.com
Our goal is to continue to protect
our employees, contractors and local
communities where we work and manage
our impact on the environment. In 2006,
we delivered another excellent EHS
performance, building on a strong outcome
in 2005. There were positive results across
the key EHS performance metrics we measure,
and we performed well against our 2006
EHS and CSR objectives. Most important
of all, 2006 was another year where Tullow
had no significant environmental, health,
safety or security issues.
A growing business
Tullow has grown beyond all recognition
in the last number of years. Production
has increased from 2,500 boepd in 2000 to
a targeted level of 85,000 boepd by the end
of this year. 2006 was a particularly busy
year with 6.1 million hours worked during
the year by over 4,000 people, both onshore
and offshore, representing a 65% increase
in hours worked compared to 2005.
There are significant challenges in
assessing and managing EHS and potential
risks with this number of people and level
of activity, particularly with drilling and
seismic acquisition programmes. In 2006,
12 exploration wells were drilled and 2,108 km
of 2D and 2,608 sq km of 3D seismic data was
acquired. This compares with 10 exploration
wells in 2005 and 1,517 km of 2D and
1,016 sq km of 3D seismic data acquired.
Key operational risks and challenges are
managed by Tullow in a number of ways,
including promoting a strong EHS culture,
implementing an effective EHS policy
and ongoing training for employees and
contractors to raise awareness and
improve performance.
In 2006, there were two dedicated EHS training
days with the Production and Development
senior global team, 11 crisis management
team simulation training exercises and over
100 operational training sessions in Asia alone.
The operational management of EHS is
reviewed and reinforced by regular EHS
management visits which focus mainly on
higher risk projects. During 2006, members
of the EHS team visited the offshore drilling
programmes in the UK North Sea and the
onshore Bacton Terminal, the seismic
acquisition programme in Kohat in Pakistan,
the drilling of the Bangora 3 well and
the construction of the Bangora Early
Production Facility in Bangladesh, and
drilling activity in Uganda.
Feedback during the year requested
that we improve our EHS reporting
by including additional information
on our performance, such as more
detailed data on emissions, waste
management, and health and safety.
This year’s improvements included
three-year statistics where available,
Total Recordable Incident information
and collation of all the data used in
a new section called ‘Supplementary
information’, in pages 42 and 43. We
are reviewing ways to improve the
quality and range of data on
Greenhouse Gases (GHG), waste
management and energy consumption
for reporting in the 2007 CSR report.
16 Tullow Oil plc Corporate and Social Responsibility Report 2006

2006 hours worked
by country by onshore/offshore by activity
Angola 0.09%
Bangladesh 44.01%
Gabon 1.44%
Ireland 0.97%
Ivory Coast 1.49%
Pakistan 29.82%
Romania 0.11%
South Africa 1.75%
UK 20.32%
Company onshore 12.05%
Contractor onshore 68.64%
Contractor offshore 19.31%
Exploration 40.39%
Production 17.85%
Drilling 19.83%
Construction 7.04%
Unspecified 14.89%
Bangladesh
Tullow Oil plc Corporate and Social Responsibility Report 2006 17

Health and safety
Our biggest priority as a business is to keep people safe. We ensure
that we provide safe places, safe work systems, appropriate training
and suitable procedures, and we have an ongoing programme of
awareness, education and training to reduce the potential for health
and safety incidents.
Industry standard metrics
We measure how healthy and safe our
operations are using a number of metrics.
Lost Time Incidents (LTI) count all lost
workday cases, where a Tullow employee
or contractor was unable to perform their
duties on the day following an incident.
The Lost Time Incident Frequency Rate
(LTIFR) correlates the number of LTIs with
the number of hours worked during the year.
We also began to measure Total Recordable
Incidents (TRI) from 2005 onwards, and for
this we use the International Association
of Oil and Gas Producers (OGP) industry
definition as our standard. TRI includes
fatalities, LTIs, Restricted Work Day Cases
(RWDC) and Medical Treatment Cases (MTC).
The Total Recordable Incident Frequency Rate
(TRIFR) correlated the number of TRIs with
the number of hours worked during the year.
Finally, we respond to all incidents based
on their potential impact rather than actual
impact by recording and reporting any High
Potential Incidents (HIPO).
Excellent safety record
Tullow had a very good safety performance
in 2006, continuing to keep our employees
and contractors safe and well and build on
the Group’s excellent safety track record.
Lost Time Incidents
A total of five LTIs were reported in 2006,
compared with three incidents in 2005 and
four incidents in 2004. Incidents, in each year,
although very regrettable, were predominantly
minor in nature. In 2006, Tullow achieved an
LTIFR of 0.81, compared with 0.82 in 2005 and
1.96 in 2004. The 2006 performance is again
well within our target LTIFR of less than 1.00
and is a significant achievement when taken
in the context of a 65% increase in hours
worked across the Group during the year.
It also compares favourably with an industry
LTIFR, as published by (OGP), of 1.09 in 2006.
Total Recordable Incidents
In 2006, Tullow had 74 recordable incidents
which are made up of five LTIs, four RWDCs
and 65 MTCs. There were zero fatalities
during the year. As a consequence of the
high number of recordable incidents, TRIFR
for 2006 was 12.1, which is significantly
higher than the OGP industry standard of
3.07 in 2006 and Tullow’s 2005 performance
of 3.0 and 11 recordable incidents.
Of the 74 reportable incidents across
Tullow in 2006, over 80% were in Pakistan
and were primarily the result of insect bites
or malaria when humid weather and an
increase in pooled water in the surrounding
areas significantly increased the number
of mosquitoes near to Tullow-operated areas.
Preventative measures taken in 2006 included
informing employees and contractors of
the issues, revising accommodation on site,
providing prophylaxis medication, malaria
treatment medication, mosquito repellent
and nets and regularly spraying the area.
High Potential Incidents
Tullow had a total of three HIPOs during
2006, compared with two HIPOs in 2005.
When any safety incident occurs we review
the circumstances, then follow-up and
implement, as appropriate, new or enhanced
procedures. Full details of the 2006 HIPOs
are on page 19.
Malaria
Management
Programme in
Pakistan
Tullow operates in a number of
regions where malaria is either
a seasonal or constant risk to our
employees and the surrounding
communities. In Pakistan, for 2007,
we have formalised the preventive
measures untaken in 2006 and
introduced a Malaria Management
Programme in conjunction with the
Malaria Control Board of Pakistan.
The programme aims not only to
reduce incidents of malaria in Tullow
employees and contractors, but also
in the neighbouring communities.
Already this year, at the Chachar
location, an education programme
has been delivered to the local
community together with mosquito
nets for each family.
18 Tullow Oil plc Corporate and Social Responsibility Report 2006

Lost Time Incidents (LTI)
2006 5
2005
2004
1 2 3 4 5
Lost Time Incident Frequency Ratio (LTIFR)
2006 0.81
2006
2005
2005
2004
2004
.2 .4 .6 .8 1.0 1.2 1.4 1.6 1.8 2.0
3
4
1.09
0.82
0.97
1.96
1.09
Total Recordable Incidents (TRI)
2006 74
2005
11
10 20 30 40 50 60 70 80
Total Recordable Incident Frequency Ratio (TRIFR)
2006 12.1
2006
2005
2005
3.07
3.0
3.05
1 2 3 4 5 6 7 8 9 10 11 12
TRIFR
OGP TRIFR
LTIFR
OGP LTIFR
High Potential Incidents (HIPO)
2006 3
2005
2
1 2
3
Hours worked (million)
2006 6.1
2005
3.7
2004
2.0
1 2
3 4 5 6 7
UK (HIPO)
Incident
In May, a small gas leak occurred when
valve alignment checks were not
completed prior to opening a well on the
Ensco 101 rig in the Southern North Sea
(SNS). The gas detection system activated
a high alarm status immediately, isolating
the leak in less than a minute.
Action
The following updated procedures were
put in place:
• Well schematic sheets stating valve
positions have to be completed at the
start of each shift, and written handover
procedures were put into effect
immediately.
• Valve status sheets were developed and
visual ‘tag’ reminders were placed on
the on control panels to indicate whether
a valve is open or closed.
Excellent safety
performance on complex
operated projects
Pakistan (LTI and HIPO)
Incident
In July, a contractor was splashed with
corrosion inhibitor liquid in the face and
head area when re-installing a pump at
the Suri-1 well in Pakistan. Because he
was wearing safety glasses, rather than
a face shield, the liquid ran down his
forehead into his eyes. He was taken
immediately to the eye wash station,
and then to the field doctor in the on-site
clinic. Fortunately the individual involved
suffered no permanent damage.
Côte d’Ivoire (LTI and HIPO)
Incident
In October, during offshore seismic
acquisition, a contractor was injured when
he was moving a buoy on a seismic
vessel. His hand became trapped between
the buoy, which weighs approximately 90
kg, and the side of the vessel. Fortunately
no bones were broken and no lasting
damage done to the contractor’s hand.
Action
As a result of this incident, hazard
identification was reviewed and further
risk assessment of Suri field operations
was performed with a specific focus on
chemical handling. Formal management
of change procedures were developed by
the EHS manager including job safety
analysis, job risk assessment and
documenting equipment and process
changes. These new procedures have
been implemented by the production
team at the site.
Action
A set of procedures were drawn up to
eliminate the need for manual handling
of buoys, and winches are now used
instead, effectively preventing this type
of incident recurring.
Operations in two countries had
particularly strong safety results.
The Ensco 101 rig, on location at the
Ketch platform in block 44/28 in the
UK SNS, achieved a whole year on
contract to Tullow with no LTIs. In fact,
during the 365,244 hours worked by
the rig during the year there were
no LTIs, no RWDCs or MTCs and just
four First Aid Cases (FAC). This is
a particularly impressive result in
logistically complex operations, as
the rig had been moving between the
Schooner and Ketch fields supporting
combined drilling, well intervention
and production operations throughout
the period.
Our Bangladeshi operations also
achieved a notable performance.
During the last two months of a
seismic acquisition campaign, that
began in 2005, we employed 2,349
personnel and worked in excess of
1.6 million hours without an LTI.
Also, the Bangora production facility
achieved 240 days without an LTI
and the current drilling campaign
in Bangladesh achieved 289 days
without an LTI.
Tullow Oil plc Corporate and Social Responsibility Report 2006 19

Health and safety
continued
Ongoing training
In 2006, along with EHS training at a Group
level, at a local level we conduct health and
safety training, emergency training drills and
simulation exercises to ensure that
employees and contractors are fully aware
and prepared on an ongoing basis. As an
example, over 100 different training sessions
were held in Bangladesh and Pakistan during
the year. Courses covered the many different
risks and hazards that an employee or
contractor may encounter when working at
a well site. These courses are designed to
both raise awareness of unsafe practices
and to educate individuals in the correct
procedures to follow, and include:
• Health and safety induction (office and site);
• Manual handling, hand tools safety and
hand safe awareness;
• Hearing protection;
• Working in confined spaces;
• Use of full body harness;
• Use of portable extinguishers and
fire fighting;
• Permit to Work (PTW) training and Display
Screen Equipment (DSE) assessment;
• Working at height and slips, trips and falls;
• Electrical hazards and crane and
forklift operation;
• First aid and first responder (to an
incident) training;
• Defensive driving;
• Lock out and tag out; and
• On the job risk assessment.
Driving Policy
Land transport has the potential to
be a high risk activity in the oil and gas
industry. During 2006, 17% of the 111
fatalities, across the 39 organisations who
submitted data to OGP arose from driving
or vehicular incidents. Having identified
this key root cause of fatalities, OGP
introduced a Land Transport
Recommended Practice to assist the
industry manage this risk. In order to
ensure consistency across Tullow in
managing this risk, a corporate level
Driving Policy was drawn up in 2006.
This policy gives minimum training
standards that all of our drivers must
attain, including defensive driving
techniques, a list of the correct safety
equipment all vehicles must contain,
and sets out strict journey management
procedures. This policy is a practical
example of one of the many ways in
which Tullow sets minimum good practice
safety standards across the Group, which
we believe are a necessary part of our
duty of care in achieving high standards
in health and safety. In 2006, Tullow
employees and contractors travelled
almost 2 million km on organisational
business. 15 separate vehicle incidents
occurred and none resulted in major
injury or loss of life.
20 Tullow Oil plc Corporate and Social Responsibility Report 2006

The Environment
Our focus is on protecting the environment and
we concentrate on:
• Managing emissions to air;
• Avoiding accidental spills;
• Eliminating discharges to marine environments;
• Limiting chemical use and discharge;
• Ensuring efficient use of energy in production
and processing;
• Demonstrating operating permit and
licence compliance;
• Monitoring and supporting the performance
of our operating partners; and
• Biodiversity management.
2006 CO 2
emissions (tonnes)
2006 215,407
2005
2004
2006
100,000
CO 2
emissions
200,000
EUETS allowance
300,000
400,000
426,666
258,750
426,666
500,000
Strong performance
Tullow reports on the environmental
performance of its operated producing
assets, the majority of which are in the UK.
These are principally the onshore Bacton
Gas Terminal on the Norfolk coast and the
offshore Hewett gas complex in the SNS.
Bacton receives and processes natural gas
from the Hewett and Thames fields and the
Lancelot Area Production System (LAPS).
The processed gas is exported into the
National Transmission System, Transco.
The key environmental statistics measured
and reported for these operations are in the
areas of atmospherics, discharges, water
usage and spills and the Group delivered
another strong environmental performance
again in 2006.
Atmospherics
Carbon Dioxide (CO 2
) is a by-product of
fuel combustion utilised in the gas refining
process. Since 2005, the Bacton Terminal
and Hewett Complex have been assigned
permitted allowances under the European
Union Emissions Trading Scheme (EUETS).
This scheme links the emission of gases to
specific industry allocations which cap the
amount of CO 2
that can be discharged to
the atmosphere. The current phase of the
scheme is from 2005 to 2007 and is only
concerned with the discharge of CO 2
.
The Bacton Terminal and Hewett Complex
combined allowance is 1.28 million tonnes
over the period, representing an annual
allowance of 426,666 tonnes of CO 2
discharge. Emissions from both facilities
in 2006 and 2005 were well below the
assigned allowances. 2006 emissions were
215,407 tonnes, representing a reduction
of 17% compared with 2005.
2005 emissions were 258,750 tonnes, which
was 39% lower than the combined
allowances for the year.
Commingling Hewett and LAPS gas flows
Environmental management of our
UK-operated assets presents unique
challenges because of the age of the
infrastructure and the maturity of the
fields. The Bacton Gas Terminal was
built and commissioned almost 40 years
ago in 1969, and has been operated by
Tullow since 2003.
To improve and optimise environmental
and operational efficiency, maximise
production and extend the life of fields,
a £1 million investment was undertaken
during 2006 to commingle the Hewett
and LAPS gas flows. This project was
important because the onshore Hewett
compression trains were operating at low
efficiency and there was spare capacity
within the LAPS compressor. Within the
Bacton Terminal, gas was rerouted
through the single, more efficient
and environmentally-friendly LAPS
compressor, allowing four smaller, older
compressors to be taken out of service.
While this project delivered specific
economic and operational benefits, it
also achieved a significantly improved
environmental performance. This clearly
achieves our objective of minimising the
environmental impact of our operations
using technological advances and best
practice in extraction and processing
techniques. Full implementation was
achieved during 2006 and the specific
environmental benefits are:
• 55% reduction in CO 2
emissions;
• Reduction in other GHG emissions,
namely Methane;
• Reduction in noise from the plant;
• 56% reduction in fuel gas requirements
for compression;
• A decrease in the energy required
to operate the terminal;
• A reduction in the risk of a major
environmental incident with the
reduction in the number of rotating
pieces of equipment on site; and
• A reduction in chemical and oil
inventory held on-site, reducing
potential spills.
This project has recently received a
‘Big Tick’ award in the International
Climate Change Category of the Business
in the Community Awards for Excellence.
Tullow Oil plc Corporate and Social Responsibility Report 2006 21

The Environment
continued
Carbon Disclosure Project
Tullow recognises that climate change
is a significant global and industry
issue. Our strategy is to reduce emissions,
minimise pollution and our impact on
the environment.
The Carbon Disclosure Project (CDP)
is an organisation for institutional
investor collaboration on the business
implications of climate change. CDP is a
process whereby institutional investors
collectively sign a single global request
for disclosure of information on GHG
emissions. More than 1,000 companies
report on their emissions through this
project and Tullow participated in 2006
and will continue to do so. We are aligned
with the UK Government in meeting its
Kyoto objectives on GHG emissions,
and our EHS policy and IMS reinforces
Tullow’s environmental commitment
under ISO 14001, the internationally
recognised standard for environmental
management.
Mauritania
22 Tullow Oil plc Corporate and Social Responsibility Report 2006

Produced water – Quantity (m 3 )
2006 8,774.7
2006
2005
2005
2004
2004
950.7
6,634.9
1,237.0
1,582.3
1,288.5
2,000 4,000 6,000 8,000
10,000
52/5A 48/29A
Produced water – Quality (1)
2006 14.25
2006
2006
2005
2005
2005
2004
2004
2004
5 10 15 20 25 30 35 40
31.0
30.0
24.7
26.89
40.0
11.8
27.83
40.0
Total oil produced water (tonnes) (2)
2006 0.13215
2006
2006
2006
2005
2005
2004
2004
1.02
0.03025
0.09
0.16531
0.03409
0.015
0.0209
0.300 0.500 0.700 0.900 1.100
52/5A 48/29A DTI standard 52/5A DTI standard 48/29A
(2)
DTI regulation came into effect in 2006.
52/5A 48/29A DTI permitted allowances (individually for both installations)
(1)
in 2005, the quality standard changed from 40 mg/kg to 30 mg/l.
Tullow recognises that climate change is
a significant global issue and is casually
linked to hydrocarbon consumption. While the
industry has a responsibility to take collective
action, we are also actively engaged in
finding ways to reduce our impact on the
environment. Tullow’s IMS incorporates and
underpins our environmental commitment,
under ISO 14001 certification criteria, to
minimise pollution. IS0 14001 certification
requires Tullow to commit to avoiding
spills as well as demonstrate continuous
improvement in environmental performance.
A standardised ESIA tool, used by country
and business unit managers throughout
the Group, includes, as a matter of course,
emissions control in the design phase of all
major projects and developments. Above all,
Tullow aims to explore and produce oil
and gas efficiently and minimise the
environmental impact of its operations
using best practices.
A current project that highlights Tullow’s
processes in relation to climate change is
the large Kudu gas field offshore Namibia,
which will be used to run an onshore power
station. The design of these facilities will
meet climate change environmental
challenges while producing electricity
efficiently. Innovative thinking can also
be applied to existing facilities and a good
example of this is the use of wind turbines
to generate power on the Horne & Wren
satellite installation in the SNS, the first
stand-alone wind generation project of its
kind in the UK. These wind turbines provide
enough ‘clean’ energy to power key systems.
They also remove the requirement for diesel
storage for generators, the associated
emissions that result from their utilisation
and as a consequence there has also been
a significant reduction in the number of
planned maintenance visits.
Discharges
Under the Offshore Petroleum Activities (Oil
Pollution Prevention and Control) Regulations
2005, Tullow’s two discharging installations
in the SNS (Hewett 52/5A and Hewett 48/29A)
are regulated in relation to the quantity and
quality of produced water, and the total oil
discharged in produced water. In 2006, total
oil discharged regulations came into effect,
and these are considered the new benchmark
for produced water discharges. Standards
are set by the DTI.
Regulations covering quantity and quality of
produced water were complied with for 2004
and 2005, by both installations. In 2006, all
installations complied with the total oil in
produced water standard set out in the
relevant permits. In relation to the 30mg/l
quality standard Hewett 48/29A had an
isolated incident in December, which
meant that this installation exceeded the
DTI standard. However, this was not of
immediate concern against a high level
of compliance and the background to this
incident is being investigated.
Under the new total oil discharged
regulations, the two installations are holders
of permits which allow a discharge of total oil
in produced water of 0.09 tonnes for Hewett
48/29A and 1.02 tonnes for the Hewett 52/5A.
While this number was not applicable for the
years prior to 2006, Tullow can demonstrate
that since 2004 these facilities discharged
less than the regulated amount, and to put
these permitted allowances in context some
North Sea platforms have allowances to
discharge some 200 tonnes of total oil in
produced water.
Tullow Oil plc Corporate and Social Responsibility Report 2006 23

The Environment
continued
Water usage
As part of daily operations, the Bacton
Terminal extracts water from the underlying
aquifer, via two wells, for use in the gas
refining process and as a supply for fire-water.
Water usage is highly regulated by the
Environmental Agency (EA) to control total
consumption. Consented limits allow Bacton
to extract, on an annual basis, 47,700 m 3 of
water. In each year, water usage has been
within the consented limits and a significant
year-on-year reduction has been achieved
since 2004. In 2006, water usage was 61%
below the consented limit and was 36%
below water usage in the previous year.
Spills
In 2006, Tullow had two reportable spills.
On 19 February, a total of 0.00937 tonnes
of diesel spilled during an uploading activity
on the Hewett 48/29C facility. On 24 April,
there was a reportable chemical spill relating
to a sub-sea leak on the Hewett 48/29A that
required intervention from a dive support
vessel. The total spill was 6.3 tonnes.
The actual chemical involved has a low
environmental impact and is actually
authorised under the chemical regulations
to be utilised and discharged in the same
manner in which it was spilt. However,
because this was not a controlled discharge
it was reported in line with permit conditions.
In 2004 and 2005, the Group had no
significant spills.
ISO 14001 environmental certification
In May 2006, Tullow Oil plc achieved
ISO 14001 certification for the Group’s
corporate environmental management
system, the IMS. This was an amendment
to the scope of certification which, since
May 2003, covered our UK operations and
the Bacton Gas Terminal. The corporate
system has been tested in the UK and
Pakistan business units and they have been
appended to the certificate. During 2007,
we expect Bangladesh and Dublin to be
independently audited and added to the
certificate. We expect the number of verified
group operations to increase steadily in the
years ahead as part of the surveillance audits.
Improving how we record
During the year, we refined and enhanced
Accident and Incident Investigation
procedures to improve categorisation and
investigation of an incident at the time and
to ensure reporting to the appropriate level.
These new procedures are in place since
1 January, 2007. All health and safety
incidents, above medium potential, receive
immediate senior management attention
and are reported to the executive Directors
on a monthly basis and the Tullow Board
bi-annually. If a significant incident occurred
this would be reported to senior management
immediately. We analyse incidents to ensure
that we identify the root cause, understand
what the causal factors were and implement
the learnings from an incident to improve
our performance going forward.
Biodiversity management
Biodiversity is a collective term that is
used to describe the complexity of all life,
including the great variety of organisms and
their behaviours and interactions. In effect,
it is the wide range of animals, plants,
organisms, climatic conditions and unique
characteristics which exist in an area or
ecosystem. Any new entrant into that
ecosystem, if not very carefully planned
and managed, can have a long-term effect.
The management of biodiversity is an
important consideration for any organisation
in the development of a sustainable
long-term business, particularly for
companies in the oil and gas industry.
For Tullow, our goal is to preserve
biodiversity, and this objective is embedded
in our EHS policies and how we conduct
our activities. In practical terms, we carried
out specific assessments of biodiversity in
Pakistan, Bangladesh and Uganda in the
fourth quarter of 2006, to confirm that there
were no protected areas or environmentallysensitive
sites in the areas where we are
operating. We established that although
there are a few protected areas or areas
with specific environmental sensitivity in
the vicinity of our assets, there are none
encroaching on our operations. There are two
nature reserves involved in our exploration
blocks in Uganda and we are managing our
activities there very carefully to ensure that
we prevent any long-term impact, and
minimise our short-term effect.
We also prepared a Biodiversity Action
Plan (BAP) at the end of 2006, to identify the
sensitivities across all our activities, describe
our existing mitigation plans and policies
and highlight any further actions required.
As part of the Group’s operational planning
we use the BAP to shape our exploration
processes and country activities, and at a
project level this information is combined
with our ESIA tool to ensure biodiversity is
considered at the planning stages of projects
and developments.
24 Tullow Oil plc Corporate and Social Responsibility Report 2006

Water usage (m 3 )
2006 18,678
2006
2005
2005
2004
2004
47,400
29,200
47,700
36,929
47,700
10,000 20,000 30,000 40,000 50,000
Oil and chemical spills
2006 2
2006
2005
2005
2004
2004
6,31
2
0.07
1
0.4
1 2
3 4 5 6 7
Water usage (m 3 )
EA consented limit
Number of oil and chemical spills
Oil and chemical spills (tonnes)
Tanzania
Tullow Oil plc Corporate and Social Responsibility Report 2006 25

2006 Key plans and objectives
With a growing business and international spread of operations across
22 countries, there are always areas where further improvement is required.
We addressed these in our annual EHS and CSR plans and objectives. How we
performed against our 2006 targets is outlined below. We are committed to
continuous improvement in all our standards and practices and our 2007 key
plans and objectives are set out on page 40.
Ensure that there are no significant
environmental incidents during the year.
Maintain LTIFR for the end of 2006
below 1.00 (2005 was 0.82).
Complete ISO 14001 certification
for Tullow Oil plc.
Identify and sponsor a larger number
of community-based environmental and
social projects.
ACHIEVED
ACHIEVED
2006 LTIFR was 0.81.
ACHIEVED
May 2006.
ACHIEVED
The CSR Committee terms of reference are finalised and the 2007
budget agreed.
Prepare and implement a required minimum
standard for ESIA throughout the Group,
aligned with World Bank Standards and
best practices.
Refining and enhancing Accident and
Incident Investigation procedures.
Engage in proactive dialogue and meetings
with key target groups regarding our
first CSR Report and incorporate the
feedback received.
Review and plan a path to external
verification of the CSR Report, including
assessment against the Global Reporting
Initiative (GRI) principles.
Updating and strengthening EHS input
in tendering processes to support ethical
values in all of the Group’s business dealings.
Extend EHS/CSR training opportunities and
options for senior personnel.
Fully prepared crisis management plan,
team and facilities in the event of a major
incident at any Tullow facility.
ACHIEVED
ESIA template being implemented across the Group, following inputs
from country and business unit managers and in-country testing in
Madagascar and Ghana in 2006.
ACHIEVED
Revised procedure now in place from 1 January, 2007
ONGOING
Look out for this symbol to see where direct changes have been made
in this years report as a result of feedback.
ONGOING
External verification is challenging given the size of Tullow operations and developing
verification standards. We made progress during the year in how to achieve external
verification and what internal steps are required. The revised GRI3 guidelines will be
introduced later this year and we will review these also as part of the process.
ONGOING
A review of EHS in the contract procurement is expected to be completed and
implemented in 2007.
CONTINUOUS
CONTINUOUS
26 Tullow Oil plc Corporate and Social Responsibility Report 2006

Art competition
The Children’s art competition, for Tullow employee and contractor
families, was run again this year with the theme of ‘Working
with Communities’. 93 children participated, representing seven
countries. All the children received a prize recognising their
participation, while the 12 winning entrants received a US$200
donation to the charity or cause of their choice and had their
artwork reproduced in the 2007 Tullow calendar. Donations were
made to 11 charities and organisations including the Shaukat
Khanum Memorial Trust in Pakistan, the Diana Brimblecombe
Animal Rescue Centre in England, and the Nural Huda Nursery
School in South Africa.
Tullow Oil plc Corporate and Social Responsibility Report 2006 27

Crisis management
11 January, 2007
Tullow operates a 24/7 on-call crisis management system and conducts
an annual programme of training and simulation exercises for the Crisis
Management Team (CMT). During 2006, this team participated in 11 ‘live’
training events. Each exercise provides the opportunity to test our
systems and for the teams to practice their skills in a controlled
environment. Feedback is gathered to continually improve performance.
Training was also held for the CMT telephone media response people,
including an exercise with real journalists. The priority for Tullow is to
ensure the preparedness of our teams and systems in the event that we
need to mobilise the CMT in response to an incident. These exercises
are designed to test the ability of the crisis management team, the
preparedness and robustness of the crisis management plan and the
effectiveness of the high-tech crisis management facilities at the Group’s
London office. Our goal is to be proactive, prompt and effective in our
response to any serious incident involving any Tullow operations.
On Thursday, 11 January, 2007, Tullow’s
CMT was mobilised to deal with a situation
with potentially major implications for the
Group’s business.
Late in the afternoon that day, the control
room on the ConocoPhillips-operated
Murdoch platform in the SNS received
a report that a 4,500 tonne commercial
vessel had suffered engine failure and was
drifting without power in a westerly force
10 gale, resulting in strong seas and severe
weather conditions.
A quick assessment of the situation
concluded that there was potential for
a collision between the vessel and the
unmanned Boulton platform where Tullow
has an equity interest, and accordingly,
production was shut down there promptly
at 16:00.
The vessel initially deployed its anchor to
arrest its rate of drift, but this was judged
to present a significant risk to several major
sub-sea gas pipelines and was abandoned.
As a consequence, the vessel continued to
drift and it became apparent that there was
a potential collision risk with the manned
Murdoch platform complex, which is the
gas transportation hub through which all
the Caister Murdoch System (CMS) gas
passes, including the Schooner and Ketch
production from Tullow.
In response to the increasing risk to the
Murdoch platform, at 18:15, 20 people were
evacuated by the RAF to nearby facilities
including the Tullow-operated Ensco 101.
A skeleton crew of 10 remained to complete
the full shut down of the complex. These
people were evacuated at 21:30. By 22:00
it was apparent that the vessel had missed
the Murdoch platform. The situation was
monitored very closely and around midnight
the vessel passed a few hundred metres
north of the Caister platform and out of
immediate danger to facilities in the area.
Tullow supported the ConocoPhillips
emergency response from its nearby
facilities and mobilised the Crisis
Management facility in London as a
precaution, should the situation deteriorate.
On the morning on 12 January, crews were
remobilised onto the Murdoch complex and
the process of restarting systems began.
On 12 January, the Murdoch field and CMSIII
Northern fields were restored to production.
Satellite crews were mobilised and
production from the Boulton, Caister and
Munroe fields was restored on 13 January.
28 Tullow Oil plc Corporate and Social Responsibility Report 2006

ConocoPhillips-operated Murdoch platform. Picture courtesy of ConocoPhillips.
CMT ‘live’ simulation excercises
Tullow Oil plc Corporate and Social Responsibility Report 2006 29

Social performance
Throughout its existence, Tullow has strived to maintain
a distinctive entrepreneurial culture and to recruit and
retain high-quality people. Over the last 21 years the Group
has had a commitment to developing quality long-term
relationships with partners, communities, governments
and individual employees.
This commitment, combined with our
programmes for developing and fostering
internal talent, means Tullow is in excellent
shape to capitalise and manage the exciting
opportunities that are available to us.
Our culture and values are based on respect
for all, as well as individual and collective
responsibility and authority. We treat everyone
fairly and without discrimination, and we offer
equal opportunities. Every employee has a
stake in the Group’s success through our
reward and recognition policies, which are
market-based and competitive. We ensure
a safe and healthy working environment,
supported by clear policies, procedures
and appropriate training. We encourage
and support healthy living and achieving
a work-life balance, offering flexible work
practices across our three main offices
in London, Dublin and Cape Town.
Integrity in all our dealings
Tullow has operations in 22 countries and
over 250 employees, and the territories in
which we operate vary widely. However the
principles that guide us of ethical behaviour,
integrity and honesty are constant. Tullow
maintains the highest ethical standards in
carrying out its business activities and acts
within local regulations and laws at all times.
Employees and contractors are expected to
maintain the highest ethical standards and
conduct in carrying out their duties and
responsibilities on behalf of Tullow.
Our people
At Tullow, the Group Human Resources
(HR) Manager, Georgina Baines, is based
in the London head office and there are six
HR advisors spread across Tullow’s main
offices. The HR team aims to support the
development of the business in a pragmatic
and progressive manner, keeping pace
with the changing needs of Tullow as an
organisation. HR policies are constantly
reviewed to ensure that they are appropriate
and underpin Tullow’s core values.
Reward and recognition policies, which form
part of Employee Terms and Conditions, are
regularly reviewed to ensure that we continue
to attract and retain talented people and
maintain our competitive advantage. We have
progressive HR policies and practices, and
will continue to improve in all people-related
areas. We aim to be a great place to work and
the employer of choice within the industry.
Keeping people healthy
Health, along with safety, is a top priority
for Tullow and as part of our duty of care
we have a number of initiatives to support
a healthy lifestyle and work-life balance for
our employees. Two of the key initiatives are
flexible working and a global occupational
healthcare programme. Other activities
include private health insurance where
available or paid medical expenses for staff
and their families, gym membership and
fresh fruit for breakfast and snacks.
Business ethics, anti-bribery, harassment,
speaking up and equal opportunities are
embedded in our employee policies, and form
part of how we behave and do things. This is
reflected in our long track record in areas
where we work and contribute, and enables
the Group to achieve long-term, sustainable
and profitable growth.
30 Tullow Oil plc Corporate and Social Responsibility Report 2006

India
Tullow Oil plc Corporate and Social Responsibility Report 2006 31

Social performance
continued
GOCare
Tullow operates a medical referral
and health-monitoring programme for
employees, managed by International SOS,
the world’s largest medical assistance
company. It covers a broad geographic
spread to facilitate easy access for
employees working across the Group.
The programme helps to mitigate any
health risks that might be associated
with job tasks, location of work, and/or
travel requirements for work, by ensuring
that a suitable and sufficient level of
health surveillance is undertaken.
Different criteria are applied depending
on job circumstances, such as offshore
workers, frequent flyers and remote
location employees, and also includes a
voluntary Wellness Assessment option
every two years so that employees can be
assured that their general health is good
or that potential problems are spotted
early on.
At a Group level, this system will allow us
to track high-level trends on how healthy
Tullow is as an organisation.
Sam Cox, Talline Orington, Nicola Lee, Jerry Jarvis, Kevin Christopherson (Tullow London).
32 Tullow Oil plc Corporate and Social Responsibility Report 2006

Flexible working
arrangements
A flexi-time project was successfully
piloted in Tullow’s London office in
2006 and the Group’s main offices
will all be offering flexi-time by the end
of 2007. This gives people the ability to
organise their work and home lives so
that they, for example, can spend more
time with family or organise routine
appointments without the stress of
taking time off work. Flexibility is
offered in a number of ways including
start and end times for work and the
use of a nine day working fortnight
system. Working from home is also
possible and our IT systems facilitate
this. Individuals manage their own
time, in agreement with their line
managers and an intranet ‘where
am I’ tool assists overall coordination
and communication.
In 2006, Graham Martin,
an Executive Director
and Tullow’s General
Counsel, was appointed
with responsibility for
Human Rights issues. As a result
of feedback, we are working on
enhancing our policy in this area
and will roll this out across the
Group in 2007.
Developing people
The development of an employee’s abilities
and potential is an integral part of personal
and business achievement. We encourage
people to undertake self-development in
order that they can improve their
performance and enhance their career
opportunities within the business. We assist
employees in achieving their goals by means
of appraisals, on the job experience and
training as appropriate. We engage all our
staff in Tullow’s global Performance
Management System, which is based on a
transparent set of complementary personal
and corporate objectives. This provides a
clear link to the key performance indicators
that are used to assess the ongoing progress
of the business and which support the
Group’s strategic objectives. Our reward and
recognition policies include bonus and share
incentive schemes and link performance and
achievement, from both an individual and
Group perspective.
Tullow offers numerous career development
choices which bring exciting and challenging
new personal and professional experiences.
In 2006, we put in place a consistent
approach to remuneration and allowances
to facilitate and encourage secondment to
different projects. This helps us to develop
our technical expertise and enhances
relationships, skills and knowledge on a
Group-wide basis. This builds competitive
advantage for Tullow as well as helping us
to attract and retain talented, motivated and
adaptable people.
During 2006, we purchased a training tool
which allows us to understand the knowledge
gained from past experience of the whole
geoscience team. Over 50 people in Tullow’s
geologist and geophysicists team have
already submitted their information, which
has enabled us to build a skills database.
Tullow Oil plc Corporate and Social Responsibility Report 2006 33

Social performance
continued
From this information the Group clearly
understands what regions and core plays
we have strengths in and, through identifying
any gaps in the geoscience skill set, we will
also be used as a recruitment tool in the
geoscience area. Overall in 2006, over 50%
of Tullow employees took part in training
and our goal is to significantly increase
this in 2007.
During 2007, the Board will be taking part in
tailored training events and executive Directors
and senior management are participating in
a Board-approved development programme.
The outcome of this project will enable us
to formally capture the core competencies
and skills which we believe have played
an essential part in Tullow’s success and
are fundamental to the future growth of the
Group. A process will then identify and develop
those competencies and skills in managers
at all levels in Tullow.
Having fun for charity
Many Tullow employees undertake
fundraising activities as individuals and
Tullow contributes to any funds raised as
extra encouragement for their efforts. Often
they will persuade colleagues to participate
and a number of larger group events are
undertaken. Charities and projects sponsored,
during 2006, included Friends of Chernobyl’s
Children, Jack & Jill Foundation, Irish
Cancer Society, Breast Cancer, the Gorilla
Organisation, Haematology Research Fund,
Cancer Research, BBC Children in Need,
Heart Research and SportAid through
participation in the JPMorgan Chase
Corporate Challenge, to name but a few.
Engaging and communicating
A critical element in achieving our goal
of strong and lasting relationships with all
our key stakeholders is being open and
transparent in our communications, and
proactive in working with all of Tullow’s
key stakeholders.
Employees
Tullow communicates internally at several
levels. Together with our core policies, we
have an ongoing programme of employee
communications, team building exercises,
briefings and ‘town hall’ meetings as well
as weekly and monthly reporting systems.
All public information is circulated and
highlighted via ‘News’ on the Group’s Intranet,
which also contains feeds and links to all
public documentation and news releases.
During 2006, the Group amalgamated various
office intranets into a ‘one Tullow’ enhanced
intranet as the first phase of a project
that aims to fully integrate information
management and communication across
the Group.
In autumn 2006, Tullow launched a
Group-wide Information Management
Programme (IMP), which will provide a suite
of procedures, systems and tools to promote
the effective use of information across the
Group. Phase one of the IMP includes an
enterprise-wide document management
system, a Geographical Information System
(GIS) portal and a data framework to help
employees manage the information they use
and require in their role. Communicating with
and providing support to employees through
the change to new IT systems and working
practices is at the heart of the IMP, and
includes system demonstrations, workshops,
in-house training and feedback sessions and
the IMP has a dedicated section on the intranet.
Communities and interest groups
All our major projects, local operations,
business units and country managers engage
with their local communities in a variety of
ways. Operating companies and local offices
are responsible for implementing any social
or community commitments assumed under
the terms of PSCs and licences. The first
step in this process is a dialogue with local
community leaders to understand their needs.
Through our ‘Working with Communities’
initiative we also support and sponsor a
variety of social projects and seek to foster
self-sustaining local enterprise. This provides
essential economic development, as does our
commitment to hiring and training local
personnel where possible. Throughout
Tullow, there are various community affairs
groups, environmental liaison committees,
environmental monitoring and surveys
conducted and disclosed, emergency
exercises undertaken, site visits, complaints
handling procedures and awareness
campaigns for local topics of interest or
importance in aspects of the environment,
health and safety.
Government, partners and contractors
Our goal is clear and it is to be partner of
choice within the industry. This means we
work very hard on building and fostering strong
relationships with governments, partners and
the numerous contractors that work with
Tullow and contribute to our success.
We engage with governments and
government organisations in areas that can
affect our ability to operate and grow. Key
areas of interaction are the awarding of
licences, compliance with regulations, and
securing the permissions and clearances
necessary to conduct our onshore and
offshore operations.
Tullow has strong links with other oil and gas
companies around the world, through joint
venture partnerships and contracting of work.
This provides an excellent forum to discuss
EHS issues and concerns and find innovative
ways to solve issues. An example of this
is the Southern North Sea EHS Network.
Companies with activities in the area meet
on a quarterly basis to discuss and implement
improvements relative to the local EHS agenda.
34 Tullow Oil plc Corporate and Social Responsibility Report 2006

1 and 6 Great Gorilla Run. 2 Breakthrough
Breast Cancer Walk. 3 and 8 BBC Children
in Need. 4 Irish Cancer Society.
5 JPMorgan Chase Corporate Challenge.
7 touraid. 9 Hematology Research Fund.
1 2 3
4 5 6
7 8 9
Tullow Oil plc Corporate and Social Responsibility Report 2006 35

Social performance
continued
Industry links
We maintain a large number of industry
links and memberships including OGP and
UKOOA. Both organisations provide access
to industry-wide best practice findings,
benchmarking information and
discussion forums.
Tullow participates in the OGP data collection
programme which annually publishes ‘E&P
Industry Safety Performance Indicator Data’.
The key programme areas cover safety,
environment and aviation and the objectives
of the programme are:
• To assist the industry to identify areas
of concern;
• To demonstrate to the industry and key
stakeholders that E&P companies are
managing related issues responsibly; and
• To allow individual companies to
benchmark their performance.
In 2006, 39 organisations across the industry
submitted information, representing over
2,500 million work hours in operations in
81 countries.
We also support the principles of Extractive
Industries Transparency Initiative (EITI),
which is a UK Government-sponsored
initiative in the area of International
Development. EITI supports improved
governance in resource-rich countries
through promoting transparent reporting
of company payments and government
revenues from oil, gas, and mining.
Sustainability ratings
We continuously strive to be open and
transparent in the way we communicate
about our activities. In 2006, we took part
in the FTSE4Good and EIRIS questionnaire
and we contributed to the Carbon Disclosure
Project. We also began working with
Business in the Community (BitC), which
comprises over 700 of the UK’s top
companies ‘who are committed to
improving their positive impact on society’.
We participated in the BitC Environment
Index, for which we received a ‘Bronze
Award’, and we entered, on request, a
project in the International Climate Change
Category of the BitC Awards for Excellence,
for which we received a ‘Big Tick’ award.
Tullow also worked with RoSPA during the
year and provided four-year data on the
Group’s occupational health and safety
performance, and our strong track record
in this area was recognised with a ‘Gold
Award’. We also publish information on
ICSA’s Corporate Responsibility Exchange,
formerly owned by the London Stock
Exchange. We treat these interactions
as a two-way process and incorporate
feedback into our policies, practices and
disclosure so that we can make this form
of reporting more valuable.
Shareholders
Tullow has a very active domestic and
international Investor Relations (IR)
programme. In 2006, management conducted
over 250 meeting with investors, analysts
and financial media. The Group hosted an
Exploration Capital Markets Day for analysts
and presented at a wide range of industry and
investor conferences. In all investor relations
activity took place in 20 cities in 11 countries.
In 2006, Tullow investor relations efforts were
recognised through being nominated as one
of four companies for Best IR Website and
Best IR for a FTSE250 company. The Group
also won the Irish Best IR Award for a
Resource Company.
36 Tullow Oil plc Corporate and Social Responsibility Report 2006

Bangora, Bangladesh
Tullow Oil plc Corporate and Social Responsibility Report 2006 37

Working with Communities
Education
Schools refurbishment
Of the 12 schools local to the Sara/Suri gas field
that are supported by Tullow in Pakistan, eight
underwent refurbishment during 2006. All works
were carried out by a local contractor and were
directly paid for by Tullow. Key activities included
the provision of water and sanitation facilities, and
undertaking structural repairs and improvements
to the buildings.
Education Alive
Education Alive is an organisation that has
been operating in South Africa for over 30 years,
supporting local schools in the various Townships
develop improved teaching methods and providing
teaching materials. Tullow’s Cape Town office has
supported Education Alive since 1999 and last year
ran a three-day workshop with Education Alive for
children of Tullow staff at the Cape Town office.
The workshop was attended by 16 children between
8 and 17 years of age, and was designed to improve
core subjects such as Maths and English. Feedback
from the parents of attendees has been very
positive, highlighting that students are now
more able to work on their own with a better
understanding of exactly what they are studying.
This workshop was so well received that Tullow
parents have requested we run another in 2007.
38 Tullow Oil plc Corporate and Social Responsibility Report 2006

Bangladesh educational project
Tullow Bangladesh spent approximately
US$24,000 on educational development projects
during 2006 with the objective of improving the
learning environment in local schools in the vicinity
of operational sites. Construction work included
building a new library for Ojifa Khatun High School
and washrooms for Bangora Umalochan High
School. All the pupils from two local primary
schools received book-bags containing a t-shirt,
a pair of flip-flops and school stationery, as well
as an educational booklet with text in Bengali and
English, describing basic aspects of health and
hygiene, safety, good manners, and care for people
and the environment. In addition, donations of
books, science and sports equipment, desks,
furniture and computers were also made to all four
schools. This programme is being expanded in 2007.
Noluthandu School for the Deaf
For the past 11 years, Tullow’s Cape Town office
has supported the Noluthando School for the
Deaf, based in Khayelitsha, Cape Town. This school
caters for 182 pupils between the ages of three
and 21 years old, most of whom have minimal
or no hearing and come from disadvantaged
backgrounds. The school also offers vocational
skills training including welding, hairdressing,
panel-beating and spray painting, hospitality
training, bricklaying and sewing. This year’s
donation of US$18,500 will pay the salaries of
the eight deaf educator-assistants who assist the
children via sign language during their early years
at the school. This vital work helps the children to
learn speech and develop vocabulary and without
which it is unlikely that they would be able to
communicate effectively.
Tullow Oil plc Corporate and Social Responsibility Report 2006 39

2007 goals and objectives
We delivered a strong EHS performance in 2006, continuing our
track record for good results in these areas. Each year Tullow
undertakes a management review of EHS, based on an agreed
formal agenda. Overall, the outcome of this review is reported
to the Board and incorporated into plans to achieve our EHS and
CSR goals and objectives.
In 2006, the EHS review process was
significantly enhanced through direct
engagement with country and business
unit managers in an auditable and
formalised process. The agenda for
the 2006 review included:
• The Group’s EHS and CSR policies;
• EHS and CSR targets and objectives;
• Overall environmental performance;
• Results of the EHS audit programme;
• Complaints, legal breaches and incidents;
• Changing circumstances that could
impact the IMS;
• Status of corrective and
preventative actions programme;
• Progress on deliverables from
the 2005 review; and
• Identifying key risks for 2007.
The feedback from the 2006 review has been
included in our 2007 EHS and CSR goals and
objectives, which are:
1. No significant environmental incidents;
2. LTIFR for the end of 2007 below 0.90;
3. Successful transition of Hardman
Resources assets;
4. Develop EHS action tracking system;
5. Develop and implement EHS
training matrix;
6. Improve near miss reporting;
7. Roll out new Accident and Investigation
Procedures in each business unit;
8. Implement ESIA template across
the Group;
9. Further develop CSR reporting and
engagement with all stakeholders; and
10. Enhance CSR section of the
Group’s website.
Bangladesh
40 Tullow Oil plc Corporate and Social Responsibility Report 2006

An integrated approach
CSR and EHS excellence are part of every day activities in
Tullow. On 7 June, we will be celebrating our 21 st birthday.
Over the years, since 1986, the Group has developed into a
leading international oil and gas business and along the way
has worked with many people in many ways. We have developed
an enduring tradition and culture of respect, contribution and
care in the countries where we operate and this is the basis
for the strong relationships we have.
2
Economic
4
Social
5
1
7
6
3
Environmental
1. Sustainability
As a group we have an integrated approach to consistently apply and achieve high environmental and social standards and we
develop our business with a long-term and sustainable perspective.
2. Economic
• Consistent, profitable growth
• Risk management
• Total shareholder return
3. Environmental
• Permit and licence compliance
• Biodiversity management
• Emissions to air
• Water usage and discharges
• Chemical usage and discharges
4. Social
• Respect for the individual
• Equal opportunities
• Ethics and integrity
• Religious and cultural diversity
• Human rights
• Awareness/outreach activities
5. Socio-economic
• Employment
• Training and development
• Local economic development
• Sustainable local enterprise
• ‘Working with Communities’
6. Eco-efficiency
• Resource efficiency
• Energy efficiency
• Global resource issues
7. Socio-environmental
• Health and safety
• Regulatory compliance
• Climate change
• Effective crisis management
Tullow Oil plc Corporate and Social Responsibility Report 2006 41

Supplementary information
Activity data
2006 2005 2004
2D seismic (km) 2,108 1,517 –
3D seismic (sq km) 2,608 1,016 –
Environmental performance
Atmospherics
CO 2
emissions (tonnes) 215,407 258,750 –
EUETS allowance (tonnes) 426,666 426,666 –
Discharges
Produced water quantity (m 3 )
52/5A 8,774.7 6,634.9 1,582.3
48/29A 950.7 1,237.0 1,288.5
Produced water quality (1) mg/l mg/kg mg/kg
52/5A 14.25 24.7 11.8
48/29A 31 26.89 27.83
DTI permitted allowances (individually for both installations) 30 40 40
(1) In 2005, the quality standard changed from 40 mg/kg to 30 mg/l.
Total oil in produced water (tonnes)
52/5A 0.13215 0.16531 0.015
52/5A DTI allowance (under OPPC regulations) 1.02 n/a n/a
48/29A 0.03025 0.03409 0.0209
48/29A DTI allowance (under OPPC regulations) 0.09 n/a n/a
Water usage
Water usage (m 3 ) 18,678 29,200 36,929
EA consented limit 47,400 47,700 47,700
Spills
Oil and chemical spills 2 2 1
Oil and chemical spills (tonnes) 6.30937 0.07 0.4
Safety performance
2006 2005 2004
Hours worked (million) 6.1 3.7 2.0
LTIs 5 3 4
LTIFR 0.81 0.82 1.96
OGP LTIFR 1.09 0.97 1.09
TRI 74 11 –
TRIFR 12.1 3.0 –
OGP TRIFR 3.07 3.05 –
HIPO 3 2 –
42 Tullow Oil plc Corporate and Social Responsibility Report 2006

2006 Social data
South
Côte
UK Ireland Africa Pakistan Bangladesh Angola Namibia Gabon Romania d’Ivoire Total
Number of employees 74 35 47 42 40 0 1 8 0 247
Number of expatriate employees 0 0 0 1 3 1 1 1 0 7
Number of consultants 46 6 7 4 123 0 0 0 0 186
Total workforce 120 41 54 47 166 1 0 9 0 438
Total number of hours worked 1,248,928 58,632 102,825 1,822,036 2,687,810 5,600 3,000 88,008 6,240 91,868 6,114,947
Number of employee fatalities 0 0 0 0 0 0 0 0 0 0 0
Number of contractor fatalities 0 0 0 0 0 0 0 0 0 0 0
Number of third party fatalities 0 0 0 0 0 0 0 0 0 0 0
LTIs 2 0 0 1 1 0 0 0 0 1 5
LTIFR 1,601 0 0 0.549 0.372 0 0 0 0 10.885 0.81
TRI 5 0 0 59 8 0 0 0 0 2 74
TRIFR 4.003 0 0 32.381 2.976 0 0 0 0 21.770 12.1
Number of vehicle km 8,027 0 17,459 1,517,087 356,509 4,145 0 47,499 12,050 0 1,962,776
Number of vehicle incidents 0 0 0 2 8 0 0 0 0 0 10
Number of female employees 25 10 12 4 9 0 1 4 0 65
Number of female managers 4 0 0 0 0 0 0 0 0 4
2006 Hours worked
Employees Hours
and worked % of Medical LWDC RWDC
contractors (000’s) total Fatalities Cases LWDC Days RWDC Days
Country
Angola 7 5 0.09 0 0 0 0 0 0
Bangladesh 2,697 2,687 44.01 0 5 1 0 2 0
Gabon 102 88 1.44 0 0 0 0 0 0
Ireland 40 59 0.97 0 0 0 0 0 0
Côte d’Ivoire 57 91 1.49 0 0 1 0 1 0
Pakistan 765 1,821 29.82 0 57 1 37 1 0
Romania 4 7 0.11 0 0 0 0 0 0
South Africa 53 107 1.75 0 0 0 0 0 0
UK 329 1,241 20.32 0 3 2 0 0 0
Total 4,054 6,106 100.00 0 65 5 37 4 0
Onshore/offshore
Company onshore 344 736 12.05 0 8 1 37 0 0
Contractor onshore 3,407 4,191 68.64 0 54 1 0 3 0
Contractor offshore 303 1,179 19.31 0 3 3 0 1 0
Total 4,054 6,106 100.00 0 65 5 37 4 0
Activity
Exploration 2,727 2,466 40.39 0 2 1 0 2 0
Production 295 1,090 17.85 0 59 3 37 2 0
Drilling 376 1,211 19.83 0 3 1 0 0 0
Construction 173 430 7.04 0 1 0 0 0 0
Unspecified 483 909 14.89 0 0 0 0 0 0
Total 4,054 6,106 100.00 0 65 5 37 4 0
Tullow Oil plc Corporate and Social Responsibility Report 2006 43

Glossary
BAP
BitC
boepd
CDP
CMS
CMSIII
CMT
CO 2
CSR
DSE
DTI
EA
ECOFAC
EHS
EIRIS
EITI
ESIA
EUETS
FAC
GHG
GRI
HR
HIPO
IFRS
IMS
IR
Biodiversity Action Plan
Business in the Community
Barrels of oil equivalent per day
Carbon Disclosure Project
Caister Murdoch System
Five satellite fields linked to CMS
Crisis Management Team
Carbon Dioxide
Corporate and Social Responsibility
Display Screen Equipment
Department of Trade and Industry (United Kingdom)
Environment Agency
Programme for Conservation and Rational Utilization
of Forest Ecosystems in Central Africa
Environment, Health and Safety
Ethical Investment Research Service
Extractive Industry Transparency Initiative
Environmental and Social Impact Assessment
European Union Emissions Trading Scheme
First Aid Case
Greenhouse Gases
Global Reporting Initiative
Human Resources
High Potential Incident
International Financial Reporting Standards
Integrated Management System
Investor Relations
ISO
Km
LAPS
LTI
LTIFR
LWDC
m 3
mg/kg
mg/l
mmboe
MTC
NEBOSH
NGO
OGP
PSC
PTW
RoSPA
RWDC
SEE
SNS
Sq km
TRI
TRIFR
UKOOA
International Organisation for Standardisation
Kilometre
Lancelot Area Pipeline System
Lost Time Incident
Lost Time Incident Frequency Rate
Lost Work Day Case
Cubic metres
Milligrammes per kilogram
Milligrammes per litre
Millions of barrels of oil equivalent
Medical Treatment Case
National Examination Board in Occupational
Safety and Health
Non-Governmental Organisation
International Association of Oil and Gas Producers
Production Sharing Contract
Permit to Work
The Royal Society for the Prevention of Accidents
Restricted Work Day Case
Social, Ethical and Environmental
Southern North Sea
Square kilometre
Total Recordable Incidents
Total Recordable Incident Frequency Rate
United Kingdom Offshore Operators Association
Designed and produced by Corporate Edge in 2007. Printed by Cousin.
This report is printed on paper using 55% post consumer de-inked fibre, and 20% post industrial waste. 25% of the non recycled content is
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44 Tullow Oil plc Corporate and Social Responsibility Report 2006

Other information
Annual report
Published April 2007
Tullow at a glance
Chairman and CEO reviews
Business and finance reviews
Corporate Governance
Remuneration report
Financial Statements
Licence interests
Board and management
Shareholder information
Corporate profile
Published May 2006
To be republished 2007
Our history
Our strategy
Our business
Our responsibilities
Website
About Tullow
Our operations
Investors
Media centre
Latest news and events
Share price data
Reports and presentations
Our responsibilities
Fact Book
Published March 2007
Asset overview
2006 Results summary
2006 Reserves and resources summary
2006/2007 Capex Programme
2006/2007 Costs and depreciation
2007 Development opportunities
Current exploration programme
Current production summary
Net daily entitlement (% of production)
Policies
Updated March 2007
EHS policy
CSR policy
Driving policy (new 2007)
Contact details
Tullow Oil plc
3rd Floor, Building 11
Chiswick Park
566 Chiswick High Road
London W4 5YS
Tel: +44 20 8996 1000
Fax: +44 20 8994 5332
Email: information@tullowoil.com
Website: www.tullowoil.com

www.tullowoil.com