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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
Page 1 and 2: Tullow Oil plc Corporate and Social
Page 3 and 4: 1 About us Tullow Oil plc is one of
Page 5 and 6: Welcome to our Corporate and Social
Page 7 and 8: Aidan Heavey in Kaiso-Tonya, Uganda
Page 9 and 10: About Tullow in Uganda Post the Har
Page 11 and 12: Audit Committee Remuneration Commit
Page 13 and 14: 2006 CSR expenditure US$1.5 million
Page 15 and 16: Community Our goal is to conduct al
Page 17 and 18: Our EHS team 1 2 3 4 5 6 7 3. Paul
Page 19 and 20: Turtles in Chachar Tullow’s EHS P
Page 21 and 22: 2006 hours worked by country by ons
Page 23 and 24: Lost Time Incidents (LTI) 2006 5 20
Page 25 and 26: The Environment Our focus is on pro
Page 27 and 28: Produced water - Quantity (m 3 ) 20
Page 29 and 30: Water usage (m 3 ) 2006 18,678 2006
Page 31 and 32: Art competition The Children’s ar
Page 33 and 34: ConocoPhillips-operated Murdoch pla
Page 35: India Tullow Oil plc Corporate and
Page 39 and 40: 1 and 6 Great Gorilla Run. 2 Breakt
Page 41 and 42: Bangora, Bangladesh Tullow Oil plc
Page 43 and 44: Bangladesh educational project Tull
Page 45 and 46: An integrated approach CSR and EHS
Page 47 and 48: 2006 Social data South Côte UK Ire
Page 49 and 50: Other information Annual report Pub

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