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

Our people continuedLeadership at TullowEffective succession planning remains a Board level goal.Development of our managers and business leaders to preparefor their next role is critical to people’s engagement and ourfuture success. Our performance is also dependent on ourleaders having the right skills and experience to support thecareer development of others. Facilitating people’s desires tomove around business units and functions allows us to makebest use of the talent pool we have and encourages individualsto develop their careers within Tullow.In 2011, the Tullow Leadership Development Programme waslaunched with Ashridge Business School. 123 managers withinTullow have attended the first module of this training: afour-day session on what leadership is and means at Tullow.The second module, launched in 2012, will build on this withan emphasis on the application of strategic thinking andchange leadership.A subset of this group attended the first Leadership Forumin early 2012 to discuss our Vision, Strategy, Leadershipand Teamwork and the collective challenges we need toovercome to continue our success and growth as a Group.The Forum, which was held in the UK, was a highly interactiveevent with key presentations from members of the leadershipteam and the Executive. This will become a yearly event.Our managers and leaders continue to receive support from ourInternal Communications team. Staying connected, informedand engaged as a group, in all locations and at all levels iscritical to our continued success. Our intranet, ‘TullowNet’ isaccessed by over 1,000 people per day and provides employeesand contractors with regular updates on our business, peoplestories and corporate responsibility news.As our organisation grows, we are introducing new initiativesto ensure the Executive and senior management stay visible foremployees. Informal ‘Meet the Exec’ sessions and Executivevisits to our locations globally have received very positivefeedback. In 2012, we will be introducing new ways to involveand connect employees including market data and mediaupdates to managers, hard copy news to those in remotelocations and new technologies to allow people to bettershare and collaborate.LocalisationGender profileAge profile800765640480430320278160Local employees and contractors 79%Expatriates 21%Male 73%Female 27%06260Our localisation vision is to run each ofour country-operated assets with amajority of local leaders, managers andstaff. In 2011, 85% of our employees inGhana were local, and 84% of ouremployees in Uganda were local.At the end of 2011, 27% of our workforcewas female, up 2% on 2010. 17% of ourmanagers are female, including one ofthe three Regional Business Managers,one of the most senior positions inthe Group.In 2011 our objectives continued to befocused on career planning, careerdevelopment and succession. Thisreflects the 30-45 year age profile of over50% of our workforce.(These figures exclude 13 people forwhom we did not have age data for 2011.)70Tullow Oil plc 2011/2012 Corporate Responsibility Report