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

3“I am very proud of our highengagement score. It’s whatmost companies forever striveto achieve – our challenge isto sustain it.”Gordon HeadleyChief HR OfficerMEASURING OUR PERFORMANCEIn 2011, we were focused on building the foundations of ourpeople and talent strategy, and our focus in 2012 has expandedto include the introduction of career development planning forall employees and continuing our investment in localisation andsuccession planning. 2012 will also see us roll out career andcompetency frameworks across a number of functions toensure our people can properly plan their careers and havemeaningful development conversations. We will also beintroducing a range of HR systems to better support andenable our talent, reward, learning and recruitment processes.We remain committed to our ‘T for Talent’ programme whichincludes in-house training for employees and managers,vocational technical training, professional training and on-thejoblearning.At the end of 2011, we introduced a new Group RecruitmentTeam to support our increasing skills requirements. This teamwill support local HR and Business Managers across the Groupto deliver an innovative and effective approach to recruitment,advice on talent markets and options for candidate sourcing.The Recruitment Team will work closely with our HR BusinessPartners in balancing internal career progression routes withexternal recruitment needs. In 2012, our focus is on getting theright people with the right skills into the right place.Our reward offerings and recognition programmes are underconstant review to ensure we balance the ever changingrequirements and keep ourselves attractive to our employeebase and new talent streams. We remain committed toensuring that all our employees globally benefit from our highlycompetitive Share Options Scheme. Comments from ourTalkback 2011 survey indicated that people value the range ofbenefits available to them. We are a performance drivenorganisation and our performance ratings process allows usto recognise those who have significantly and consistentlycontributed to the Group’s continued success.TALKBACKWhat our people really thinkIn 2011, we launched our second ‘Talkback’survey, providing a voice to both employees andcontractors globally. We invite everyone tofeedback and contribute to the future direction ofTullow in different areas of staff engagement. Thesurvey received an 84% response rate comparedwith 83% in 2009. Our overall engagement scorewas 81% favourable, significantly above theenergy benchmark defined by the surveyintelligence provider, Sirota. Our engagementscore was consistent at 81% for both our femaleand male demographic.Our people feel our strengths are in the areas ofsafety, responsibility, innovation, empowermentand teamwork. We also scored significantly abovebenchmark responses in areas such ascommunicating matters that affect people,learning from our mistakes, cooperating wellacross the Group and people’s trust in themanagement teams.The main areas for improvement are theobstacles we face as a growing company inachieving more efficiency and effective changemanagement, and in the increasing challengeswe have in our workforce growing at a rate of20-40% year after year. We have now begun toinvolve management teams and employees inworkshops to understand and reinforce what wedo well and address areas for improvement. Weare already communicating progress made.69www.tullowoil.com