Tullow Oil plc 2011/2012 Corporate Responsibility Report - The Group

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Our performanceMEASURING OURPERFORMANCEWe made good progress this year in corporate responsibility performance.The targets we are setting to assess our progress are increasingly informedby our stakeholder engagement processes.HIGHLIGHTS FOR THE YEARStakeholder engagementStakeholder engagement highlights include buildingmore robust capacity and internal processesand putting in place more effective methods foridentifying, assessing and managing social andpolitical risk.Environment, Health & SafetyTullow achieved a good EHS performance in 2011.A detailed review of KPIs undertaken by the newEHS Strategy Forum has refocused 2012 leadingand lagging indicators to improve the overall qualityand effectiveness of EHS at Tullow.Our peopleStaff turnover remained low and our global employeeand contractor survey achieved good participationlevels and a strong engagement score.Social enterpriseA working group has been established to linkTullow’s social enterprise strategy more closelywith the Group’s business activities and objectives.MORE INFORMATIONSection 3 contains more detailed information onour performance and activities during the year.Supplementary data is provided at the back of thisreport and you will find the basis of reporting andthe GRI Content Index for this report online.We have reintroduced a detailed performanceoverview into our 2011 Corporate ResponsibilityReport. We received feedback from sociallyresponsible investors and corporate responsibilityanalysts, in particular, that they had a strongpreference for a clear and informative summaryof our performance against objectives, includingan overview of our targets and plans for thefollowing year.In this section, we have incorporated an overviewof each of the key elements of creating sharedprosperity. We have indicated through a traffic lightsystem the status of each objective. A green lightindicates that we achieved the objective. An amberlight indicates that we are within 10% of achievingour target or on track for delivery. A red light meansthat we have failed to achieve our objective duringthis reporting period. In total we had over 30corporate responsibility objectives for the year.These included a range of both quantitative andqualitative targets. We achieved 22 of our targets.In addition, the Board had a number of corporateresponsibility objectives relating to corporate risk,which formed part of their 2011 Board objectives.These included: External stakeholder relationships; Health & safety, with particular emphasison malaria awareness and performance; UK Bribery Act and Tullow’s Code ofBusiness Conduct; Organisational capacity; and Maintenance of Tullow culture.The Board is satisfied that appropriate discussionand action took place, with particular emphasisduring the year on health and safety, bribery andorganisational capacity.50Tullow Oil plc 2011/2012 Corporate Responsibility Report
GOVERNANCE2011/2012 key objectives 2011/2012 performance StatusDeliver a new Code of Business Conduct, takinginto account the UK Bribery Act.More informationNew Code of Business Conduct launched in August 2011.PageStakeholder priorities 18Governance 56Stakeholder engagement 603MEASURING OUR PERFORMANCEGroup-wide roll-out of a new compliance programme,complemented by a range of new training initiatives,tools and processes.Form a new Compliance Committee to monitorand advise on the compliance programme andreport to the Board.Develop and publish a separate HumanRights policy.As of June 2012 over 500 members of our workforcehave received training in our Code of Business Conductand policy awareness.Compliance Committee was formed and two meetingsheld to date in 2012. Regular Board reporting planned.Our Human Rights Statement of Policy has beenpublished separately from the new Code of BusinessConduct but no detailed review or restatement wasundertaken.2012/2013 objectives StatusDevelop and enhance the capability of the compliance team and network of compliance champions.NEWContinue to roll out the Code of Business Conduct awareness programme across Tullow.Enhance bribery and corruption risk assessment and due diligence procedures.Ensure early involvement in major projects or areas of risk to embed compliance.Same as2011NEWNEWSTAKEHOLDER ENGAGEMENT2011/2012 key objectives 2011/2012 performance StatusComplete stakeholder mapping and roll out Tullow’senhanced approach to stakeholder engagement.Stakeholder Engagement Guidelines were drafted in2011 and will be finalised and rolled out in 2012-2013.Stakeholder mapping is ongoing.Develop and implement a planned andproactive annual external stakeholderengagement programme.Develop a robust material issues matrix andrefine our understanding of the big issues thatconcern our stakeholders.Deliver the Board’s external stakeholderengagement objective.Achieved for 2011. Our programme of engagement isongoing for 2012-2013.A central material issues matrix has not been developed,however work has been carried out at regional businesslevel to improve understanding of stakeholder issues atthe centre.The Board is satisfied that appropriate discussiontook place in 2011, although external stakeholderengagement remains a focus for the Board in 2012.2012/2013 objectives StatusDevelop a three-year External Affairs strategy.NEWDefine, develop and roll out best-in-class corporate policy, standards, guidelines and tools for stakeholderrelationship management.Update stakeholder engagement competency framework to ensure that the right capabilities exist at Corporate,Regional and business unit level.NEWNEWMeeting targetWithin 10% of target or on track for deliveryFailing to meet target51www.tullowoil.com
Page 1 and 2: Tullow Oil plc 2011/2012 Corporate
Page 3 and 4: ABOUT THIS REPORTEach year, we soli
Page 5 and 6: 4Chairman’s statementFor companie
Page 7 and 8: More informationPageSpecial feature
Page 9 and 10: More informationPageCode of Busines
Page 11 and 12: 1OVERVIEWCOMMERCIAL QUANTITIESOF OI
Page 13 and 14: More informationPageGovernance 56Lo
Page 15 and 16: More informationPageEHS performance
Page 17 and 18: More informationPageGhana baseline
Page 19 and 20: 18Stakeholder engagementBuilding a
Page 21 and 22: Area for improvementTullow’s cont
Page 23 and 24: 2STAKEHOLDER PRIORITIESACCESS ANDIN
Page 25 and 26: RESPONSIBLEBUSINESSCreating shared
Page 27 and 28: 25www.tullowoil.com
Page 29 and 30: MauritaniaEDPSenegalESierra Leone E
Page 31 and 32: Côte d’IvoireGhanaLEGENDOil Fiel
Page 33 and 34: LISTENING AND RESPONDING TOOUR STAK
Page 35 and 36: 33www.tullowoil.com
Page 37 and 38: Ethiopia EUganda EDKampalanya ETanz
Page 39 and 40: UgandaLEGENDOil FieldCongo(DRC)Oil
Page 41 and 42: THE ENVIRONMENTOur activities in So
Page 43 and 44: “As part of Tullow’s social ent
Page 45 and 46: DEVELOPINGOPPORTUNITIESIN EUROPE, S
Page 47 and 48: United Kingdom EDPIrelandDublinLond
Page 49 and 50: “Our region’s diversity and the
Page 51: 50Performance dataWe measure our co
Page 55 and 56: ENVIRONMENT, HEALTH & SAFETY 2012 O
Page 57 and 58: LOCAL CONTENT2011/2012 key objectiv
Page 59 and 60: Governance, risk and corporate resp
Page 61 and 62: Due diligence: We already carry out
Page 63 and 64: More informationPageGlobal Percepti
Page 65 and 66: More informationPageEHS performance
Page 67 and 68: More informationPageAssurance 803Wa
Page 69 and 70: EHS risk management and asset prote
Page 71 and 72: 3“I am very proud of our highenga
Page 73 and 74: LocalisationWe see localisation as
Page 75 and 76: “Tullow’s commitment to creatin
Page 77 and 78: “Our entrepreneurial culturelends
Page 79 and 80: 3MEASURING OUR PERFORMANCEMichael A
Page 81 and 82: 80Independent Assurance ReportIn 20
Page 83 and 84: Supplementary informationTULLOW DAT
Page 85 and 86: 4COMMUNITY SOCIAL ENTERPRISE INVEST
Page 87 and 88: Glossary4AAA1000SES AccountAbility
Page 89 and 90: Contacts and feedbackComprehensive
Page 91 and 92: Stay in touchSign up to receive Tul

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