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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