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Tullow Oil plc 2008 Corporate Social Responsibility ReportDeliveringgrowth responsibly

Delivering the next phase ofEightKey objectives achieved during 2008We set ourselves challenging goals to drivecontinuous improvement across the business.Read more on page 8ZeroSignificant environmental incidentsBuilding on our excellent track record, we had nosignificant oil or chemical spills during the year.Read more on page 100.54Lost Time Incident Frequency Rate (LTIFR)Our best safety performance ever, during a yearwith a significant increase in operational activity.Read more on page 14Trinidad and Tobago 4 (E)Guyana (E)Suriname (E)French Guiana (E)46%Increase in employees in 2008Despite a shortage of skilled workers in the industry,we continue to attract talented new people to Tullow.Read more on page 1795%Increase in voluntary social investmentOur Working with Communities initiatives contributeto and support the communities where we work.Read more on page 19What we doTullow is one of Europe’s leading independent Exploration and Production (E&P) companies andoperates a versatile and balanced worldwide portfolio of quality oil and gas assets, managedby a team with excellent technical, commercial and financial skills. We have interests in 86licences across 22 countries, which include production from eight countries, world-classdevelopment projects in Ghana and Uganda and an extensive portfolio of exploration assetswhich offer long-term growth opportunities.AfricaTullow is poised to deliver on major projects in Ghana and Uganda in the short-term. For thelonger-term, the Group has a strong exploration portfolio across 11 countries. Expertise in coreplays and a focus on execution creates the opportunity for further material exploration upside.Rest of the WorldTullow has a significant asset base in Europe, South Asia and South America. The Group has wellestablished production in the UK and Bangladesh, and exciting high-impact exploration acreagein Portugal, Pakistan, French Guiana and Guyana. We are targeting plays similar to the prolificJubilee field in Ghana across the Atlantic in South America to form part of future campaigns.

growth responsiblyUnited Kingdom (EDP)Netherlands (E)Portugal (E)Mauritania(EDP)Senegal (E)Pakistan(EDP)India 3 (E)Bangladesh(EDP)Côte d’Ivoire (EDP)Cameroon 1 (E)Liberia 2 (E)Ghana (ED)Equatorial Guinea (DP)Uganda (ED)Gabon (EDP)Congo (Brazzaville) (DP)Congo (DRC)(E)Tanzania (E)Angola (E)Namibia (D)Madagascar (E)Key: E Exploration D Development P Production1 Tullow sold its interest in Cameroon in mid-2008.2 Tullow acquired interests in Liberia in early 2009.3 Tullow withdrew from India in early 2009.4 Tullow withdrew from Trinidad and Tobago in early 2009.Group66,600 boepdWorking interest production825 mmboeTotal reserves and resources£692 millionSales revenueAfrica41,150 boepdWorking interest production745 mmboeTotal reserves and resources£476 millionSales revenueRest of the World25,450 boepdWorking interest production80 mmboeTotal reserves and resources£216 millionSales revenueGlossaryCSR Corporate Social ResponsibilityEHS Environment, Health and Safety

As Tullow Oil enters its next phase of growth, we arefocused on ensuring that this growth is deliveredresponsibly. Our business is becoming larger and morecomplex but our core principles remain the sameand we recognise that corporate social responsibilityis a major contributor to our success to date.Managing our responsibilitiesMinimising our environmental impactsWorking safely to best industry standardsDeveloping and engaging with our peopleWorking with local communitiesThis report has been reviewed by the Global Reporting Initiative (GRI), which confirms it has metall ‘C+’ level reporting requirements, including external assurance. The GRI content index for thereport is available in the online version of this report. Visit: www.tullowoil.com/tlw/crFront cover: School vegetable garden project, Kaiso-Tonya, Uganda.

Contents2 Chief Executive’s introductionDelivering the next phase of growth responsiblyis fundamental to our long-term development.4 A sound approachStrong leadership at corporate, country and operationallevel drives our business sustainability agenda.6 Progress and performance2008 was a record year for CSR and EHSperformance, reflecting continuous improvementthroughout the Group.8 Managing our responsibilitiesWe undertake an economic, environmental and socialduty of care in all aspects of our business.10 Minimising our environmental impactsWe have comprehensive systems and processes in place tomanage environmental issues across our global operations.14 Working safely to best industry standardsWe achieved a very strong health and safety performancein 2008; one of our key EHS objectives for the year.17 Developing and engaging with our peopleWe have strong initiatives to develop talent throughoutTullow, ensuring that everyone reaches their full potential.19 Working with local communitiesWe strive to make a significant difference to the localcommunities where we work.22 Supplementary information23 Global Reporting Initiative (GRI)24 Assurance statement25 Get more onlineFor more information on Tullow Oil plc andCSR activities visit: www.tullowoil.comWe welcome your feedback. Please provide your comments tocsr@tullowoil.com or go online to www.tullowoil.com/tlw/cr/feedbackTullow Oil plc 2008 Corporate Social Responsibility Report 1

Aidan Heavey, Chief Executive Officer at Tullow’s golf day.Delivering the next phaseof growth responsiblyAn exceptional year2008 was a very successful year for Tullow. We matchedunprecedented exploration success with significant progresstowards the development of two major new oil provinces inGhana and Uganda. We delivered record financial results,driven by a strong operational performance and higher oiland gas prices. Our staff base grew by almost 50% and weopened a number of new offices in Africa. We also achievedexceptional Health and Safety (H&S) performance and hadno significant environmental incidents across the Group.Overall, we performed well against our Key PerformanceIndicators (KPIs) and full details of these and our performanceand prospects are set out in the 2008 Annual Reportand Accounts.Strategic managementNotwithstanding record levels of operational activity and ourrapid pace of growth, we remain very committed to managingour social and environmental impacts, as well as acting withintegrity. We continue to be transparent and accountablealong with complying with local legislation and industrybest practice. Behaving responsibly in these ways maintainsour excellent reputation and enables us to foster and buildtrust with our stakeholders.Our contribution to the welfare of the communities closeto our operations helps us earn our social licence tooperate. It is also a means of strategically managingrisk in challenging operational and social environments.Our ‘Working with Communities’ (WwC) investmentis closely aligned with the United Nations MillenniumDevelopment Goals, which are aimed at alleviatingpoverty, improving education and health standards,and promoting equality.Our most important resourceWe invested a lot in our people throughout the business in2008, with a number of key new roles including a ChiefHuman Resources (HR) Officer. As a result, we launched aGroup-wide HR strategy during the year including a strongprogramme for training and development, which remains acore component of our business strategy. We implementeda ‘T for Talent’ programme, designed to ensure that all ourstaff have the opportunity to achieve their full potential.Additionally we recognise our responsibility to share ourexperience and skills, in particular to assist with nationaldevelopment plans in countries with emerging E&Pindustries. In 2009, we welcomed 14 secondees from theGhana National Petroleum Corporation (GNPC) to Tullowand will work with them over the next two years to buildtheir skills and understanding of the industry. We havecommenced an active recruitment drive as part of ourcommitment to employing 90% local staff in Ghana by 2018.Ready to deliverIn this report, we have outlined the material aspectsof our CSR and EHS responsibilities and detailed the2 Tullow Oil plc 2008 Corporate Social Responsibility Report

“Our contribution to the welfareof the communities close toour operations helps us tobuild trust and in turn earnour social licence to operate.”initiatives we are undertaking. In addition, to improveour accountability we have increased the scope of thirdparty data assurance and followed the Global ReportingInitiative G3 Guidelines.The leading E&P companyRealising our vision of being the leading independentE&P company can only be achieved by embeddingclear values and responsible practices across the Group.2008 was a great year for Tullow and, while it is goodto celebrate success, we must focus on the future toensure that we continue to live up to the standards thatwe expect of ourselves and that are expected of us.Undoubtedly these are challenging economic andfinancial market circumstances, but Tullow is verywell positioned to continue to prosper. 2009 will beanother busy year as we seek to deliver the next phaseof growth responsibly, in what is a very exciting andtransformational phase for the Group.Aidan HeaveyChief Executive OfficerNominated Director with CSR and EHS responsibilityOur visionOur vision is to be the leading global independentexploration and production company. We willachieve this by:• Building on our excellent track record throughbeing the best in all that we can do;• Continuing to grow value over the long-term as partner,operator and employer of choice; and• Conducting our operations with respect for the peopleand environments where we work.Our valuesThe Group’s core values that support the pursuitof our vision remain unchanged. They are:• To respect the countries in which we operate;• To contribute to and support local communities;• To manage environmental and business risks;• To empower and support the individual;• To value and foster long-term relationships; and• To be transparent in our activities and reporting.Our strategyTullow pursues a consistent and repeatableGroup strategy that seeks to deliver sustainablelong-term growth, with a balance between funding,exploration and production spend, and majoractivities in core areas.Our Group strategic objective is to deliver topquintile Total Shareholder Return versus ourindustry peer group.Our CSR strategy is integral to delivering ourGroup strategy and CSR is embedded acrossthe business in key ways, such as:• Clear policies, processes and procedures throughoutTullow;• Strong social and community investment programmesthrough our WwC initiatives;• Continuously improving our health and safetyperformance, even in times of rapid growth;• Minimising and managing the environmental impactof our operations; and• Ongoing and significant investment in our peopleand organisation.VisionValuesDeliveringgrowthresponsiblyGroup strategyLearn moreThere is a lot more information in the 2008 AnnualReport and Accounts on how we are realisingour vision, executing our strategy, running ourbusiness and measuring our progress.Go online at http://www.ara2008.tullowoil.comRead more on page 4Tullow Oil plc 2008 Corporate Social Responsibility Report 3

A sound approachStrong leadership at corporate, country and operationallevel drives the sustainability agenda of our organisationand ensures we effectively deliver sound risk management.Good corporate governance systems and practices allowsus to ensure we comply in full with all applicable legislation.We set ambitious yet achievable annual and long-termEHS and CSR targets and objectives. With well resourcedand competent teams we continue to reach our goals andimprove our performance.We place strong emphasis on recording and communicatingour social and environmental progress, while a programmeof stakeholder engagement enables us to furtherunderstand our impacts.Our responses to these impacts are based on informeddecisions, and often make us leading industry innovatorsand performers.A detailed strategic review undertaken by the Boardin 2008 reconfirmed the Group’s vision and strategy andour approach to managing CSR remains unchanged, asbeing a responsible company, a safe operator and a goodneighbour has always been the way we do business.We have a long-term perspective on building our businesswith a clear strategy to deliver profitable and sustainablegrowth. Our approach is based on accountability andtransparency whilst empowering employees and Tullowas a whole to deliver the next phase of growth responsibly.Managing our responsibilitiesTransparency and integrity are key to being a responsibleoperator. We have increased the scope of our external dataassurance and continue to report to the Global ReportingInitiative G3 Guidelines.Read more on page 8Working safely to best industry standardsThe health, safety and wellbeing of our staff, contractors andlocal communities is vital to operating successfully. We havea team of dedicated H&S professionals with a wide range ofexperience to ensure that we continue to work safely andachieve best industry standards.Read more on page 14VisionGroupWorking with local communitiesAs a responsible operator and a good neighbour, we work withthe communities local to our activities, addressing their mostpressing needs to improve quality of life as well as enablinglonger-term sustainable development projects.Read more on page 194 Tullow Oil plc 2008 Corporate Social Responsibility Report

Some of our awards in 2008Chambers Ireland ‘CSR award’We won the ‘Overseas category for 2008President’s Awards for CSR’ for our communitydevelopment initiatives in Kaiso-Tonya, Uganda.RoSPA ‘Gold Award’For the third year running Tullow was awardeda Gold Award in the Royal Society for thePrevention of Accidents (RoSPA) safety awards.BitC ‘Big Tick’ reaccreditationOur BitC ‘Big Tick’ climate change award wasreaccredited as we were able to demonstratethat the project continued to have a positive effect.ValuesMinimising our environmental impactsThe oil and gas industry has an effect on the environment andwe work hard to ensure that we mitigate this impact as muchas possible. We do this through in depth impact assessments,strong operational control and effective risk management.Read more on page 10strategyDeveloping and engaging with our peopleIn developing and engaging with Tullow employees, our focusis on having the right people with the right skills in place so thateach employee can reach their full potential and contribute tothe Group’s significant growth ambitions.Read more on page 17Tullow Oil plc 2008 Corporate Social Responsibility Report 5

Progress and performanceGraham Brunton, Head of EHS.2008 has been a record year for Tullow’s CSR and EHSperformance. Highlights include recording an excellentsafety performance, delivering another year with nosignificant environmental incidents and almost doublingour community development expenditure. We also madea number of changes throughout the year that help us tomeet our challenging annual and longer-term objectives.The fast track development of operations in Ghana andUganda continues and we increased our capital and humanresources to make sure that the Group has the technicaland operational capability to deliver on these majorprojects. As part of this expansion, we added to our EHSand CSR team to support delivering growth responsibly.Managing ourresponsibilities2008 Performance• Successful public hearing in Uganda on the developmentof an Early Production System (EPS).• Continued training the Crisis Management Team (CMT).• Formed EHS leadership team and released EHS CommitmentStatements by Business Unit Managers.• Revised Code of Business Conduct including newHuman Rights policy.Minimising ourenvironmental impactsWorking safely to bestindustry standards• Had no significant environmental incidents.• Achieved ISO14001 certification of the Cape Town officeand Mauritania.• Developing clear environmental management plan for Uganda;a process that is ongoing.• Conducted Environmental and Social Impact Assessments (ESIAs)for all Tullow exploration, development and production activities.• Created Tullow Oil environmental standards, known as ‘toes’.• Restored our safety performance and achieved an LTIFR of below 1.0.• Achieved a Vehicle Accident Frequency Rate (VAFR) per millionkilometres driven of below 8.0.• Developing the EHS case for Uganda, which is an ongoing task.• Completed an audit of compliance with the Group’s Driving Policy.• Business Unit Managers held regular EHS meetings.Developing and engagingwith our peopleWorking withlocal communities• Developed and rolled out HR strategy.• Conducted remuneration benchmarking, as part of an increased focuson reward and recognition.• Set up an Employee Assistance Programme (EAP) for the Group’sthree main offices.• Achieved a staff turnover rate of less than 5%.• Grew our number of employees by 46%.• Developed monthly CSR reporting.• Invested US$1.8 million in voluntary social initiatives, which wasdouble 2007 expenditure, although slightly below the budget.• Continued to improve stakeholder engagement and feedback to helpimprove the CSR report.• Held quarterly CSR Committee meetings.6 Tullow Oil plc 2008 Corporate Social Responsibility Report

During 2008, we initiated the EHS leadership team whichcomprises key operational senior managers. This teamwill ensure that EHS remains high on the agenda in allour operations and that we continue to build on our strongtrack record of performance in this area.As the year progressed, we took the opportunity to reviewand expand our objectives to make sure that they reflectedthe rapid pace of development across the business.We’ve made a strong start in 2009 and it promises tobe an exciting yet challenging year, as we move closer toproduction in several key assets. We have set ourselvesclear short-term goals and continue to develop longer-termtargets to ensure that the transformational changein the size and scale of Tullow’s business is well matchedwith excellence in EHS and CSR across the Group.Graham BruntonHead of EHS2009 Objectives Future issues/targets• Release 2009 EHS Commitment Statements; completed.• Place 14 GNPC secondees throughout Tullow; completed.• Set up CMT training exercises in conjunction with the relevantin-country teams, to enhance preparedness.• Set up structured training for the EHS leadership team andstipulate meeting attendance requirement.• Align with the United Nations Global Compact and VoluntaryPrinciples on Security and Human Rights.• Achieve GRI ‘B’ grade for Tullow CSR report.• Increase the scope of third party external assurance.• Publish formal position on malaria and HIV/AIDS.• Implement ‘toes’ across Tullow, incorporating clear measuresfor biodiversity, climate change and resource management.• Prepare Ghana and Uganda for ISO14001 certification.• Have no significant environmental incidents.• Develop and improve the scope of Group-wide environmentaldata collation and reporting.• Certify all assets and countries to ISO14001.• Imbed biodiversity and social assessment considerationsfirmly into all aspects of operational activity.• Achieve LTIFR of less than 0.5.• Achieve VAFR of less than 4.2 per million kilometres driven.• Introduce specific performance measures for Total RecordableInjury Frequency Rate (TRIFR) and the new High PotentialIncident Frequency Rate (HiPoFR).• Introduce new proactive leading indicator measures, such asnumber of EHS meetings to be held, to influence the outcomeof reactive lagging indicators, such Lost Time Incidents (LTIs).• Initiate the Tullow Employee Development Programme andManagement Development Programme.• Extend the roll out of a new HR database across the Group, whichwill deliver improved reporting and modelling of HR data.• Support the development of the new in-country E&P industriesin Ghana and Uganda.• Maintain annual staff turnover rate of less than 5%.• Document EHS case for all Tullow facilities.• Continuously improve incident performance to achievetop quartile industry H&S performance.• Develop Group-wide vehicle and road safety programme.• Achieve 70% return rate for global employee survey.• Achieve 90% rating of number of employees who wouldrecommend Tullow as an employer to a friend.• Deliver 2009 discretionary budget in line with the focusof the Group’s ‘Working with Communities’ initiative.• Continue community engagement programmes throughoutthe business, with a specific focus on Ghana and Uganda.• Develop and roll out community development guidelines.• Influence, where possible, social licence commitment decisionsand continue to share experience of Tullow projects.• Widen identification and engagement with localcommunity stakeholders.• Conduct Human Rights risk assessment in key countriesof operation.• Involve more partners and external contractors in communitydevelopment projects.Tullow Oil plc 2008 Corporate Social Responsibility Report 7

Managingour responsibilitiesHow we’ve progressedIncreased accountabilityfurther assurance of our EHS and CSR data11EHS Commitment Statements releasedQuarterlyCSR Committee meetings heldZeroFinancial penalties for non-complianceGlossaryCMT Crisis Management TeamEITI Extractive Industries Transparency InitiativeEBS Environmental Baseline StudyESIA Environmental and Social Impact AssessmentNGO Non-Governmental OrganisationActing responsibly reduces our business risk whichresults in long-term competitive advantage through loweroperating costs and improved reputation. We strive tooperate in a manner that reduces our environmentalimpacts, provides safe working conditions and benefitscommunities surrounding our operations.Stakeholder engagementUnderstanding and engaging with stakeholders is acontinuous process and is pivotal to successful businessactivities. We encourage open dialogue with individualsand organisations at Group, national and local level.Key stakeholder groups can broadly be categorised asemployees, partners, industry peers, communities,Non-Governmental Organisations (NGOs) and charities,authorities, governments, investors and the media.Open communication allows us to demonstrate ourawareness and commitment to environmental, social andgovernance issues. We incorporate feedback from thisdialogue into our business decision-making processes.Left to right: UssiaNgapurue, Peter Evans,Julius Irene and TallineOvington, all technicalstaff with the Ugandaexploration team basedat the Cape Town office.8 Tullow Oil plc 2008 Corporate Social Responsibility Report

Tullow-sponsored footballtournament in the Bulissaregion, Uganda.“As a responsible operator we havea duty to identify, understand andproactively address the variousenvironmental and social challengespresented by working in oil and gasexploration and production.”Responsible practicesSupply chain management is an important part of being aresponsible company and as such we require all suppliersand contractors to adhere to our CSR and EHS policies,as well as our recently revised Code of Business Conduct.Risk and crisis managementSound risk management is fundamental to the effectiveoperation of our business and full details of risk managementand risk factors are provided on pages 44 to 47 of the 2008Annual Report and Accounts.The CMT was not deployed in 2008. However, we continuedour programme of training exercises to ensure that we areproperly prepared to effectively manage any potential crisis.During the year we improved our emergency preparednessby reviewing and updating our business continuity plans.Effective team structureIn 2008, we appointed EHS managers in Uganda and Ghana,as part of growing teams that support our major projects inthose countries.At a Group level we appointed a specialist consultant tolead the senior management EHS commitment initiativeensuring EHS considerations remain at the forefrontof operational decision-making.ComplianceIn 2008, Tullow was compliant with its legislativerequirements. As a Group, we aim to conduct ouroperations in compliance with all relevant regulatoryrequirements and strive towards industry best practice.In countries where the regulatory requirements areeither less developed, or non-existent, we implementour own high standards, equal to industry best practice.For example we conduct ESIAs, which incorporateEnvironmental Baseline Studies (EBSs), for all ourexploration, development and production activities evenwhen not required to do so.Corporate governanceThe CSR Committee meets regularly to monitor CSRstrategy, oversee community development programmes andprovide support and guidance to country level budget holders.Corporate responsibility and accountability are withina clear governance framework, and reflected in ourorganisational policies and processes. Detailed informationon Corporate Governance is provided in the Group’s 2008Annual Report and Accounts, starting on page 44.We have reviewed a number of external initiatives to publiclydisclose payments to governments, and met with investorssupportive of the Extractive Industries TransparencyInitiative (EITI) during the year. We are currently evaluatingcompliance with this initiative and assessing the feasibilityof voluntarily disclosing payment streams to governments.Communicating effectivelyKeeping staff informed of EHS and CSR developments is key.This year Tullow undertook an internal communicationsreview, assessing how information is disseminated andreceived throughout the organisation. As a result of thereview a number of recommendations are beingimplemented on a prioritised basis.External reporting is an important part of keepingstakeholders informed and sharing our experiences.We have increased the accountability of our externalreporting by expanding the assured data to includecommunity investment and social data at Group level.We improved our collaboration with multi-stakeholderinitiatives resulting in a longer-term goal to align ourselveswith the United Nations Global Compact and the VoluntaryPrinciples of Security and Human Rights.Tullow Oil plc 2008 Corporate Social Responsibility Report 9

John Ramm, Senior Engineer, Bacton processing facility, onshore UK.Minimising ourenvironmental impactsHow we’ve progressed20%reduction in EU ETS emissionsTwocountries added to ISO14001 certificationZerosignificant environmental incidentsFive‘toes’ form our environmental footprintGlossaryBitC Business in the CommunityCH 4 MethaneCO 2 Carbon DioxideEBS Environmental Baseline StudyEU ETS European Union Emissions Trading SchemeIFC International Finance Corporationmg/l milligrams per litreNGO Non-Governmental Organisationtoes Tullow Oil environmental standardsThere is only two years’ information available for Group level datain this section.Careful environmental managementStrong attention to detail means that our environmentalperformance continues to improve year-on-year with apositive reduction in production emissions in 2008 andanother year with no significant environmental incidents.Although the main focus of the Group’s environmentalmanagement is handled in-country and at asset level, wehave strengthened our corporate environmental resourcesand processes. This is to ensure that we have the correctstrategy and leadership in place to develop a Group positionon high-level environmental issues such as climate change.Our environmental footprint changed significantly towardsthe end of 2008 with the sale of the Bacton Gas Terminal andHewett offshore fields to ENI UK. These assets generated themajority of our production emissions over the last five yearsand a key EHS focus post disposal ensured a successfulhandover of our environmental responsibilities. In addition,Tullow provides ongoing support to ENI UK througha Transition Service Agreement.Reduced CO 2 emissionsThe Bacton/Hewett divestment results in a move awayfrom the historical dominance of UK operations towardsa more strategic view of Group-wide data. Along withstatistical data, we are developing clear measures forbiodiversity, climate change and resource efficiency.This gives us the opportunity to investigate non-operatedemissions at a Group level based on field equity,and we will develop this information furtherthroughout 2009.10 Tullow Oil plc 2008 Corporate Social Responsibility Report

“Careful management of theactivities that have the potentialto impact on the environmenthas long been a central elementof our operations.”Group CO 2 emissions (tonnes)24%*The 24%* reduction in Group CO 2emissions was achieved throughan ongoing commitment to andinvestment in improving efficiency.234,462177,821*Group CO 2 production emissions (tonnes)17%Production emissions declined by 17% forthe year, largely as a result of the ongoingbenefits of plant rationalisation work carriedout at the Bacton onshore terminal in 2006.199,198165,5430708*These figures were misprinted in the original printrun of the report and have now been corrected.0708Despite divesting the majority of our UK-operated assets,we did not lose focus on the need to operate responsibly.Emissions that are subject to the EU Emissions TradingScheme (EU ETS) decreased by 20%.Our continued focus on emissions reduction at Bactonwas recognised once again with the reaccreditation ofthe BitC Big Tick Climate Change Award, initially receivedin 2007. This award was given as we had maintainedthe reduction in emissions and demonstrated furtherimprovement in 2008.Methane emissionsMethane emissions for the Group's activities in Pakistanwere not available in time for the publication of this report.As a consequence, it is not possible to disclose Group-widemethane emissions here. Group emissions, excludingPakistan, were 181 tonnes (2007: 318 tonnes). We willpublish Group-wide figures on our website by the endof June 2009.Produced waterThe produced water discharge performance from ourUK installations during the year was mixed. Hewett 52/5Adischarges were in line with regulatory requirements.While Hewett 48/29A significantly exceeded the regulatoryquality compliance requirements of 30 mg/l, the Hewett fielddid achieve total oil discharge level compliance. Producedwater non-compliance was primarily due to the cyclic natureof the producing wells and operational settings on theinstallation. We worked closely with the regulatory authoritywhilst suitable solutions were identified and implemented.Heliconia plant, part of local Gabonese biodiversity.Tullow Oil plc 2008 Corporate Social Responsibility Report 11

Collecting wood in the Kaiso-Tonya area of Block 2.Water used in Group operational sites58%While improved environmental reportingresulted in a 58% increase in water usage,it has also given us a much clearerunderstanding of fresh water usageand creates the opportunity to improveour performance.39,49662,3800708Wider scope for ISO14001The scope of ISO14001 certification for our environmentalmanagement system was increased during the year withthe certification of the Cape Town office and Mauritania.In 2009, we have a full re-certification audit and plan tobring two more countries into the certification process.Waste managementTullow’s business continues to expand and site visits to keyoperations were undertaken by the Group EnvironmentalAdviser to communicate Group expectations and standardsto local teams. As a result, the issues associated with thesafe disposal of drill cuttings and fluids in Uganda werehighlighted and we have conducted a number of trials tofind the most suitable disposal technique. In 2009, we willcontinue to look for innovative ways to treat discharges fromour operations and ensure best practice is shared acrossall of our operations.Responsible resource useAnother outcome of the review in Uganda was to initiate thecollation and reporting of data on fresh water abstractionutilised in our operations. A clear understanding of our usageof this precious resource will enable us to rationalise ourprocesses wherever possible and ensure that our operationsare not adversely affecting local communities and wildlifein this unique environmental area.Conservation and biodiversityWe are involved in programmes to assist communities withunderstanding conservation and biodiversity in their localareas. In Uganda, we promote fuel efficient stoves whichhelp to reduce the community’s dependence on locallysourced wood. We have also supported several projects topromote the understanding and conservation of endangeredspecies, most notably primates in Central Africa.Environmental studiesWhilst the good work initiated in Uganda during 2007continues, increased levels of offshore exploration drillingin Ghana triggered the need for an EBS, which was carriedout in water depths ranging from 16 metres to more than1,800 metres. The primary purpose of the study was to builda picture of the seabed environment including fauna, floraand various elements of sediment chemistry across theJubilee field development area.The outputs from this study are currently being used tobuild a robust ESIA for the planned Jubilee field development,and may provide background data for future monitoringwork. The EBS will support the key steps in designingmitigation measures to minimise adverse impacts fromour activities.As part of the ESIA, an ongoing public consultationwith relevant stakeholders is being undertaken in Ghana.This will culminate in public hearings similar to the publicconsultation undertaken in 2008 for the EPS in Uganda.The Uganda EPS hearing was held to present the initialfindings of the ESIA and to elicit stakeholder opinion onthe proposed development plan. The opinions expressedby local community members, NGOs and other interestedparties were documented and will be incorporated intowhat is now expected to be a phased development strategyand plan for the Lake Albert Rift Basin.12 Tullow Oil plc 2008 Corporate Social Responsibility Report

t esTullow Oil environmental standardsTullow Oil environmental standards (toes) is a new conceptthat we began work on in 2008 to complement ourenvironmental management system core standards.It will provide guidance and information to internal andexternal stakeholders, demonstrate our managementapproach to environmental issues and act as a knowledgesharing tool within the organisation.Along with industry standards, key international opinionswill be reflected within toes.Each of the five toes represents an important environmentalissue, and when combined form part of our overallenvironmental footprint.We will be working on expanding the information within toesthroughout 2009 so please visit our website regularly tosee what progress we are making. A new Group websiteis being launched on a phased basis in summer 2009.Improving the way we workWe assess and communicate our performancebefore and during an activity. This means weidentify strengths and weaknesses and whennecessary modify activities, processes andcontrols to improve the way we work.Protecting biodiversityOur operations have the potential to impact onlocal species and ecosystems, with both positiveand negative consequences. We follow internationalguidelines in the planning of our operations to ensurethat biodiversity considerations are taken into accountand the needs of communities relying on the localnatural environment are safeguarded.nievMonitoring &evaluatevaluationityBiodiversityversrBuilding stakeholder confidenceWe take into account the views,values, interests and experiencesof the individuals and communitieswhere we work. Establishingand fostering these relationshipsallows us to plan our operationsin a way that reflects the genuineinterests of our neighbours, thehealth, safety and welfare of ourcolleagues and partners, and theconcerns of interested third partyindividuals and organisations.StakeholderengagementResourceefficiencyClimate changeCTackling climate changeWe are working to understandour contribution to climatechange at both a localand global level. We aimto minimise our impact onthe environment through anactive programme of energyefficiency, emissions reductionand effective planning ofoperational life cycles.Managing resources responsiblyWe seek to use goods, services and naturalresources in a responsible and considerate manner,particularly in areas of scarcity. Resource efficiencyis a key objective for Tullow. Our EHS commitment,leadership and competence let us manage ourresource use effectively.Tullow Oil plc 2008 Corporate Social Responsibility Report 13

“We recognise that establishing andfostering a very strong EHS cultureensures an excellent safetyperformance and continuousimprovement in this vital area.”Working safely tobest industry standardsHow we’ve progressed0.54 LTIFRan excellent result after a disappointing 20075.6million hours worked across the Group23%increase in kilometres drivenGlossaryHiPo High Potential IncidentLTI Lost Time IncidentLTIFR Lost Time Incident Frequency RateOGP The International Association of Oil and Gas ProducersTRI Total Recordable IncidentsTRIFR Total Recordable Incidents Frequency RateVAFR Vehicle Accident Frequency RateExcellent safety performanceWe achieved an excellent health and safety performancein 2008 with an LTIFR of 0.54 (2007: 1.95), which wassignificantly better than our objective of an LTIFR ofbelow 1.0 for the year.During the year, we recorded three Lost Time Incidents(LTIs), two in the UK and one in Uganda, all as a result ofinjuries to contractor personnel. This compares with 10LTIs in 2007. Of the three incidents in 2008, two were notcategorised as LTIs by the contractor company involved.However, as we follow the International Association of Oiland Gas Producers (OGP) guidelines, all three incidentsare considered to be LTIs. At the time of publication ofthis report, 2008 OGP performance data was not available.Benchmarking our LTIFR against OGP’s 2007 data, wherethe industry-wide LTIFR was 0.66, puts our health andsafety performance in the top quartile for the industry.James Byrne, EHS Adviser,on the Blackford Dolphinrig in Ghana.14 Tullow Oil plc 2008 Corporate Social Responsibility Report

En-route to Gopalnagar Primary Schoolrefurbishment handover, which wascompleted by Tullow in 2008.Lost Time Incident Frequency Rate (LTIFR)72%Improvement in the LTIFR, reflecting anexcellent safety performance in 2008.1.95Hours worked total (million)10%Increase in hours worked across thebusiness, maintaining the high levelsof activity achieved in 2007.0.810.546.15.15.6060708060708With a continued reduction in LTIs, we will now increaseour emphasis on Total Recordable Incidents (TRIs) toensure that we continue to reduce the number of overallsafety incidents and minimise injuries.In 2008, there were 28 TRIs compared with 65 in 2007 andthe Group’s TRIFR decreased to 5.01, compared with 12.73in 2007. Despite this significant improvement we remainabove the OGP industry average of 2.68 as reported for 2007and must continue to improve our performance in this area.Achieving a very strong health and safety performancewas one of the key 2008 objectives for the EHS team,as the 2007 performance was a disappointment anda contrast to a steady improvement that was beingachieved in prior years.Proactive measuresA key aspect of improving our performance in 2008 wasmoving away from reactive measures to developing andbuilding stronger EHS leadership across Tullow. Throughoutthe year we brought together key managers responsible forhealth and safety in a newly formed EHS leadership forumand this group now meets regularly to actively engage instrategic EHS management, which in turn is rolled outacross the Group as appropriate.The EHS leadership team has been supported in anumber of ways, including mentoring, strong training andcommunication initiatives. This has created real support for,and compliance with, our EHS policies and approach. TheGroup’s employee recruitment processes include evaluatingpotential employees for their EHS commitment andbehaviours thereby maintaining a strong EHS cultureacross Tullow.The EHS leadership programme that was introduced as partof initiatives to improve the Group’s EHS performance hasbeen extended in 2009 to include the implementation ofan EHS leadership training matrix.EHS Commitment StatementsA significant action that supported improvement in 2008was the introduction of EHS Commitment Statements forthe EHS leadership team. These statements set out whateach individual team member considers to be theirprincipal EHS challenges and areas of focus for the yearand documents the actions which will be taken in order tomeet those challenges. The rationale for EHS CommitmentStatements is to provide an additional tool to help keepEHS at the top of day-to-day priorities.These statements have been influential in increasing andimproving EHS engagement and have given a strong focusto those efforts. The statements have already been updatedfor 2009 and will be updated on an annual basis. We haveshared this successful example of best practice on theOil & Gas UK Step Change in Safety website.Driving safelyDriving continues to be a risk for Tullow and indeedthroughout the oil and gas industry and two of our EHSperformance metrics relate to driving safely.For 2008, we set and achieved a target for the number ofvehicle incidents per million kilometres driven, known asthe Vehicle Accident Frequency Rate (VAFR), to be less than8.0. The VAFR for 2008 was 4.91, an exceptional result giventhat we drove 3.26 million kilometres in 2008, a 23%increase on 2007.Tullow Oil plc 2008 Corporate Social Responsibility Report 15

Nabors drilling crew on theKingfisher-3A well, Uganda.Hours worked by activity (%)11%Increase in production hours workedin 2008. Unspecified hours includeoffice-based activities.Exploration14ProductionDrilling1434Unspecified344ConstructionSadly one of the vehicle incidents during the year resultedin the death of a third party, when a contractor’s vehicle wasinvolved in an accident with a cyclist in Uganda. Althoughthere continues to be a significant focus on driving inUganda, managing the wider risks on public roads remainsa key challenge.A compliance audit with the Group’s driving policywas conducted in Uganda, Cape Town and London andfound no major deficiencies although a number of minorrecommendations are currently being addressed.High Potential IncidentsWe conducted two reviews of reported High PotentialIncidents (HiPos) across the business during 2008. As aresult of these reviews, five incidents were reclassified toensure consistent reporting across all of our operations.We recorded a total of 24 HiPos during the year, five fewerthan recorded in 2007. Nine of the HiPos reported in2008 were related to vehicle incidents, as was the casein 2007. We found no other significant trends in theremaining HiPos.Another step to bring ourselves more in line with ourindustry peers is to change the way that we name incidents.Historically we have used the terms Lost Time Incident andTotal Recordable Incidents. These do not strictly match OGPdefinitions and in order to align ourselves more closely withtheir reporting, we will in future use the terms Lost TimeInjury and Total Recordable Injuries.Strong Group EHS functionUnderpinning a very positive line management commitmentto EHS leadership is the Group’s EHS Function, whichprovides strong support to the business with a highly skilledteam capable of advising and supporting a wide rangeof activities.The EHS team continues to grow and adapt to meet theconstantly changing operating environment and to ensurethat Tullow continues to deliver growth responsibly. Thesafety of our employees, contractors and people in localcommunities is and remains a key priority for the Group.Peer alignmentWe benchmarked our HiPo statistics against industrypeers and observed that our HiPo incident rate was higherthan most. Further investigation revealed that our IncidentPotential Matrix was not aligned with the industry. Wehave, as a consequence, implemented a revised version thatbrings Tullow’s reporting in line with industry peers. Movingforward, our focus on HiPos will continue as this is criticalfor managing EHS risk and ensuring safe working practicesat all locations.16 Tullow Oil plc 2008 Corporate Social Responsibility Report

“We are committed to employingas many local people as possible.Our Uganda office employs 63%local staff and our Ghana officeemploys 87%.”Developing and engagingwith our peopleHow we’ve progressed14GNPC secondees with us for two years46%increase in Tullow employees in 20082.3%staff turnover in 2008GlossaryEAPE&PHRGNPCEmployee Assistance ProgrammeExploration and ProductionHuman ResourcesGhana National Petroleum CorporationOur HR vision• To provide a safe, healthy and stimulating environmentwhich encourages innovation and ideas for improvementso that everyone can make a difference;• To successfully recruit, retain and develop our employeesto realise their full potential;• To recognise and reward employee performanceand commitment;• To appreciate and respect the contribution of ouremployees at every level and location throughoutthe Group;• To maintain our position as one of the best companiesto work for in all countries where we operate; and• To celebrate success at an individual, team, regionaland Group level.Enhanced HR organisationIn recognition of the importance of people to the successfuldelivery of our next phase of growth, we appointed a ChiefHR Officer, Group Talent Manager and Group RewardManager. In 2008, we also developed a Group-wide HRstrategy, which will support and enable us to deliver onour HR vision. Tullow’s HR strategy is based on cultureand engagement, talent development, performancemanagement and reward and recognition. Full details areset out in the 2008 Annual Report and Accounts on page 48.Linda Austere, Accra office.Tullow Oil plc 2008 Corporate Social Responsibility Report 17

Our people strategyFocusing on four linked areas which are key to ourability to continue delivering success.Culture &engagementReward &recognitionTalentdevelopmentPerformancemanagementEmployee numbers46%Increase in Tullow employees in 2008.250371539060708T for TalentIn particular, we have strong initiatives in place to developtalent across the Group to ensure we deliver value throughpeople and achieve our ambitious growth plans.Results from the Sunday Times Best Companies Surveyin 2008 demonstrated that our UK employees feel stronglyengaged with Tullow. 81% of employees said they feel valuedand motivated in their roles, indicating high levels of jobsatisfaction. We want to build on this success with our T forTalent programme, which gives training and developmentopportunities for all employees, so that each one of themcan reach his or her full potential.Enhanced leadership skills training is delivered through anongoing programme with the management team. We alsoidentify and target future leaders and managers to ensurethat they develop the skills both they and we need to continuedelivering the Group’s successful growth strategy. Ourtechnical team is highly regarded in the industry and wecontinue to provide them with the personal developmentopportunities to become leading experts in their fields.Performance management is the first step in identifyingdevelopment needs and maintaining a high performanceteam and we have a common process embedded throughoutthe business.In 2009, a key HR objective is to initiate and roll out the TullowEmployee Development Programme and Tullow ManagementDevelopment Programme.Employee Assistance ProgrammeChanging family structures, employment and careerpatterns and a wide range of other factors all contributeto busy lives. The geographic spread of our operationsmeans that we have people in many diverse and remotelocations and this can result in an increase in the pressuresthat employees and contractors face. To acknowledge thiswe have introduced an Employee Assistance Programme(EAP), which is a 24/7 service that provides free access toa range of specialist support and information, includingtelephone and face-to-face counselling, if required.Developing in-country skillsAt Tullow, we believe we have a responsibility to employas many local nationals as possible. Both Uganda andGhana, where the Group’s current major projects arelocated, have no oil or gas industry and thereforerelevant technical experience and skills are limited locally.Working with the local government and universities, weare developing plans to build the skills base in-country sothat together we create sustainable E&P industries overthe longer term. Welcoming 14 secondees from the GNPCto our offices in London, Cape Town and Accra is partof this process.18 Tullow Oil plc 2008 Corporate Social Responsibility Report

Tullow Oil Touraid Cup 2008.Working withlocal communitiesHow we’ve progressed129 initiativessupported in 13 countries75%of Group CSR expenditure on WwC initiatives77%of Group CSR expenditure in AfricaUS$1.8 millionon voluntary social investmentGlossaryNGOWwCNon-Governmental OrganisationWorking with CommunitiesWorking with CommunitiesAssisting local communities begins with open dialogueto identify the material issues faced by the communityand they are then involved in the planning and executionof selected projects.The main focus of WwC initiatives can broadly be categorisedinto the provision of basic human needs, education, health,conservation and fostering local enterprise; themes thatare well aligned with the United Nations MillenniumDevelopment Goals which focus on alleviating poverty,improving education and health standards as well aspromoting equality.In 2008, we continued our support for existing WwC projectsand undertook a number of new community developmentinitiatives. These projects have been undertaken by ourgrowing in-country CSR resources, particularly in Uganda andGhana. For 2008, we set ourselves a target to utilise all ourbudget for social investments in the year. Owing to the lateinception of projects in Gabon and Namibia we unfortunatelyfell marginally short of this target. However, these projectsbegan early in 2009 and are currently ongoing.“Our Working with Communitiesprogramme is designed tobring both short-term benefitsand longer-term sustainablesocial empowerment.”Tullow Oil plc 2008 Corporate Social Responsibility Report 19

Kyehoro Maternity Centre, Uganda, which was funded by Tullow.2008 CSR spend by classification (US$) 2008 Working with Communities (WwC) breakdown (US$)ConservationCharitable donationsEmergency donationsWwCAcademic sponsorshipOtherEducationHealthLocal enterpriseSafetyOtherTotalTotal0 500,000 1,000,000 1,500,000 2,000,0000 300,000 600,000 900,000 1,200,000 1,500,000Safe drinking waterAccessible, safe drinking water brings immediateimprovement to standards of living and our water welldrilling programme has brought safe drinking waterto communities in Pakistan, Ghana and Uganda.Improving infant mortalityPoor hygiene standards and limited access to health servicesin rural areas can adversely impact on birthing success rates.The Tullow constructed Kyehoro Maternity Centre servingthe Kaiso-Tonya area in Uganda, has already safely delivered85 babies. The centre also provides family planninginformation and vaccinations and to date 420 pregnantwomen and 1,104 children have been immunised.In November Tullow unveiled the refurbished Half Assini HighSchool Science Laboratory. The new department block willprovide 1,600 students in the Western Region, Ghana withimproved physics, chemistry and biology facilities.Investing in educationIn many communities where we operate, primary andsecondary education standards are extremely low andimproving these standards is vital for long-term communityand economic development. We have a threefold approachwhich involves improving infrastructure such as schoolbuildings, desks and benches, equipping students withlearning materials, and supporting teachers throughtraining, accommodation and salaries.In November 2008, Tullow opened the refurbished HalfAssini High School Science Laboratory in Ghana. Thenew department building will provide 1,600 students inthe western region of the country with improved physics,chemistry and biology facilities.At tertiary level, we sponsor a number of students inengineering and petroleum related degrees to promotecareers in the oil and gas industry.20 Tullow Oil plc 2008 Corporate Social Responsibility Report

Preventing blindness at the Bangladesh eye clinic.2008 CSR spend by region (%)Africa 77Europe 19Asia 4Building awareness of hygieneOur health and sanitation initiatives focus largely ongenerating community awareness around hygienic practices.We work with a number of NGOs to treat preventable diseasesand the spread of viruses, with a particular emphasis onprotecting the health of children. This includes raisingawareness of HIV/Aids, tuberculosis, sexually transmitteddiseases and malaria. We also fund a number of programmesdistributing insecticide treated mosquito nets and offeringvoluntary testing and counselling facilities for HIV/Aids.In Uganda, we have provided voluntary HIV/Aids testing andcounselling facilities for 1,820 people. We have also trained187 community peer-educators in 12 villages, to furthercreate awareness within the community.Protecting sightApproximately 37 million people worldwide are blind and75% of these people suffer unnecessarily from preventableophthalmic conditions. In many areas where we operateeye care assistance is unobtainable. After a successful eyeclinic in Pakistan we ran a free eye clinic in Bangladeshworking with the Blind Welfare Society and Comilla EyeHospital. 1,631 senior citizens living around our facilities inBangora were examined, with 173 people undergoing surgery.Developing local enterpriseOne of the long-term objectives of our WwC approach isto support local communities in the development of socioeconomicinitiatives which ultimately become self-sufficientand standalone from Tullow’s support. We have a number ofinitiatives currently under way in Uganda and are currentlyassessing a number of suitable opportunities in othercountries where we operate.Providing emergency donationsIt is the responsibility of our CSR Committee to evaluateand allocate funds to provide immediate assistance forhumanitarian disasters, mainly in countries where weoperate. This year we supported relief efforts for displacedflood victims in Namibia and South Africa.Supporting charitable causesTullow continued to support employees raising moneyfor charitable causes. The largest project this year wasMovember in aid of a number of men’s health charities.Such was the commitment of our male staff to growmoustaches throughout November that they raised over£16,000, including a £5,000 contribution from Tullow, andwere the fourth largest fundraiser in the UK.Licence commitmentsIn addition to our discretionary social investments, wehave obligatory social commitments which form part ofour Production Sharing Contracts with national governments.These payments, totalling US$2.2 million in 2008, cover socialwelfare, education and training costs, and we actively seekto share our social development experiences with ourpartners to ensure that funds are suitably invested intolocal communities.Tullow Oil plc 2008 Corporate Social Responsibility Report 21

Supplementary informationEnvironmental performance – UK only 2008 2007 2006Atmospherics*EU ETS CO2 emissions (tonnes) Bacton + Hewett (1) 171,702 190,464 215,407EU ETS Annual allowance – combined Bacton + Hewett (tonnes) 334,243 426,666 426,666(1) Data for EU ETS is for annual emissions not just the 11 months before the sale.Discharges* (2)Produced water quantity (m 3 )Hewett 52/5A 8,789 6,440 8,775Hewett 48/29A 101 480 951Produced water quality (2) mg/l (monthly average)Hewett 52/5A 15 27 14Hewett 48/29A 942 42 31DECC monthly permitted allowances (individually for both installations) 30 30 30Total oil in produced water (tonnes)Hewett 52/5A 0.14 0.19 0.13Hewett 52/5A DECC allowance (under OPPC regulations) 0.23 0.23 1.02Hewett 48/29A 0.11 0.03 0.03Hewett 48/29A DECC allowance (under OPPC regulations) 0.49 0.49 0.09(2) Discharges are based on 11 months of data prior to the sale of Bacton and Hewett.Water usage*Water Abstraction usage (m 3 ) – Bacton only 30,639 31,899 18,678EA consented limit – Bacton only 47,400 47,400 47,400Group-wide figures 2008 2007 2006Atmospherics*CO2 emissions (tonnes) 177,821** 234,462 –CH4 emissions (tonnes) † 181 318 –Tonnes CO2/thousand tonnes hydrocarbon produced 110** 124 –Tonnes CH4/thousand tonnes hydrocarbon produced 0.11 0.168 –Production emissions*CO2 165,543 199,198 –CH4 † 138 167 –† Does not include Pakistan data. See page 11 for details.** These figures were misprinted in the original print run of the report and have now been corrected.Drilling emissions*CO2 9,645 23,597 –CH4 0.59 1 –Well test emissions*CO2 2,632 11,667 –CH4 42 150 –Water usage*Water usage (m 3 ) – All operational sites(2007 data includes only six months Bacton mains data) 62,380 39,496 –Spills*Oil and chemical spills 6 1 2Oil and chemical spills (tonnes) trace 1.4 6.30937* Indicates 2008 performance data reviewed by Deloitte as part of their CSR assurance work. See page 24 for details.22 Tullow Oil plc 2008 Corporate Social Responsibility Report

Activity data 2008 2007 20062D seismic (km) 4,798 545 2,1083D seismic (sq km) 1,435 1,883 2,608CSEM (km) 0 248 2,608Safety performance 2008 2007 2006Hours worked (million)* 5.6 + 5.1 6.1Lost Time Incidents (LTIs) (total number)* 3 10 5Lost Time Incident Frequency Rate (LTIFR)(Number LTIs per million hours worked)* 0.54 ‡ 1.95 0.81OGP LTIFR (3) 0.55 0.66 0.99Total Recordable Incidents (TRIs) (total number)* 28 65 74Total Recordable Incident Frequency Rate (TRIFR)(number TRI per million hours worked)* 5.01 # 12.73 12.1OGP TRIFR (3) 2.11 2.68 2.92High Potential Incidents (HiPo) (Total number)* 24 29 3(3) OGP LTIFR and TRIFR figures for 2008 are estimates at time of publication. 2007 data have been updated with final figures supplied by OGP.+ This was shown as 6.15 in the Annual Report and Accounts 2008, and has been revised as a result of the assurance process.‡ This was shown as 0.49 in the Annual Report and Accounts 2008, and has been revised as a result of the assurance process.# This was shown as 4.55 in the Annual Report and Accounts 2008, and has been revised as a result of the assurance process.Community investment 2008 2007 2006Discretionary CSR Expenditure (US$ ‘000s)* 1,846 946 518CSR Licence Commitments (US$ ‘000s) 2,172 N/A N/A2008 Social data* Europe Asia Africa South America TotalNumber of employees 208 102 223 1 539 (4)Number of expatriate employees 0 2 24 0 28 (4)Number of local nationals 162 100 193 2 457Number of consultants 84 25 48 1 159 (4)Total workforce 292 127 271 2 698 (4)Total number of hours worked 1,101,850 1,578,563 2,902,024 3,880 5,586,317Number of employee fatalities 0 0 0 0 0Number of contractor fatalities 0 0 0 0 0Number of third party fatalities 0 0 1 0 1LTIs 2 0 1 0 3TRI 3 1 24 0 28Number of vehicle kilometres 37,857 856,874 2,361,668 0 3,256,399Number of female employees 73 6 66 0 145Number of female managers 7 0 1 0 8(4) Includes 5 employees and 1 consultant staff based in the US, 2 of whom are expatriates.GRI Report application levelsThe GRI content index for this report isavailable online at: www.tullowoil.comThe ‘C+’ GRI checked application levelrelates to the online version of the report.Optional MandatorySelfdeclaredThirdpartycheckedGRIchecked2002 inaccordance C C+ B B+ A A+Report externally assuredReport externally assuredReport externally assuredTullow Oil plc 2008 Corporate Social Responsibility Report 23

Assurance statementIndependent assurance report to Tullow Group Services Limited on the Tullow Oil plc Corporate andSocial Responsibility Report 2008 (“the Report”).Scope of assurance work• We have been engaged by the Board of Directors of Tullow Group Services Limited to perform limitedassurance 1 procedures on Tullow Oil plc’s (“Tullow Oil”) Group level compilation of its environmental,safety, social and CSR performance indicators on pages 22 and 23, marked with *, for the financial yearending 31 December 2008.Basis of our assurance work and our assurance procedures• We carried out limited assurance in accordance with the International Standards on Assurance Engagements3000 (ISAE 3000). To achieve limited assurance the ISAE 3000 requires that we review the processes andsystems used to compile the areas on which we provide assurance. It does not include detailed testing ofsource data or the operating effectiveness of processes and internal controls. This provides less assuranceand is substantially less in scope than a reasonable assurance 1 engagement.• The evaluation criteria used for our assurance are Tullow Oil’s definitions and basis of reporting the indicatorsas described on www.tullowoil.com/tlw/cr• Considering the risk of material error, a multi-disciplinary team of corporate responsibility and assurancespecialists planned and performed our work to obtain all the information and explanations we considerednecessary to provide sufficient evidence to support our assurance conclusion. Our work was planned tomirror Tullow Oil’s own Group level compilation processes, tracing how data for each indicator within ourassurance scope was collected, collated and validated by Group head office and included in the Report.• Our assurance did not include the activity data on page 23. Our work was based at head office and involvedreviewing data collection, collation and validation at Group level only.Our assurance conclusionBased on the assurance work performed, nothing has come to our attention causing us to believe that the2008 environmental, safety, social and CSR performance indicators pages 22 and 23 (marked with *) are notin all material respects compiled at Group level as described on www.tullowoil.com/tlw/cr regarding Tullow Oil’sdefinitions and basis of reporting the indicators.Responsibilities of Directors and independent assurance provider• The Directors are responsible for the preparation of the Report and statement contained within it. They areresponsible for determining Tullow Oil’s objectives in respect of environmental, safety, social and CSRperformance and for establishing and maintaining appropriate performance management and internalcontrol systems from which the reported information is derived.• Our responsibility is to independently express conclusions on reliability of management’s assertions onthe selected subject matters as defined within the scope of work above.• We performed the engagement in accordance with Deloitte’s independence policies, which cover all of therequirements of the International Federation of Accountants (IFAC) Code of Ethics and in some areas aremore restrictive. We confirm to Tullow Group Services Limited that we have maintained our independenceand objectivity throughout the year, including the fact that there were no events or prohibited servicesprovided which could impair that independence and objectivity in the provision of this engagement.• This Report is made solely to Tullow Group Services Limited in accordance with our letter of engagement forthe purpose of the directors’ governance and stewardship. Our work has been undertaken so that we mightstate to the Company those matters we are required to state to them in this report and for no other purpose.To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than TullowGroup Services Limited for our work, for this report, or for the conclusions we have formed.Deloitte LLPLondon, 24 April 2009Footnote 1 : The levels of assurance engagement are defined in ISAE 3000. A reasonable level of assurance is similar to the audit of financialstatements; a limited level of assurance is similar to the review of a six-monthly interim financial report.24 Tullow Oil plc 2008 Corporate Social Responsibility Report

Basis of reportingBasis of ReportingThe Tullow CSR Report 2008 (“the Report”) provides dataand information for the period 1 January 2008 to 31December 2008 and covers all exploration and productionactivities in the Tullow Group except where specificallynoted as relating to one part of the business only. Any suchdata, for example carbon dioxide (CO2) emissions under theEuropean Union Emissions Trading Scheme (EU ETS) whichonly relates to the UK Assets, is explicitly identified in thetext of the Report.For all health and safety data and most of theenvironmental data, we use the definitions set by theAssociation of Oil and Gas Producers (OGP) to guide ourreporting requirements and this ensures an accuratebenchmark against credible industry data. OGP define allthe incident criteria and operations or contracts whichshould be included.EnvironmentThe reported environmental data comes from all Tullowproduction and exploration operations where Tullow is theoperator of the facility or asset during the year. Full detailsof operated and non-operated facilities are available onpages 127 to 130 of the Annual Report and Accounts 2008.The main focus of this data is atmospheric emissions. Themethodologies utilised in calculations are approved by theUK Oil and Gas atmospheric emissions workgroup and arebased upon American Petroleum Institute and USEnvironmental Protection Agency practices. Thesemethodologies are combined in one tool used by all UKreporting entities, known as EEMS (EnvironmentalEmissions Monitoring System). CO2 emissions data forfacilities party to the EU ETS is externally verified on anannual basis, in line with emissions trading registryguidelines. Comparability of data from year to year may beaffected by changes in the methodology, number offacilities, and planned vs unplanned operations. Where yearon year comparability has been materially impacted by oneor more of these factors, this is made clear in the Report.There is also potential for local interpretation of reportingguidelines to influence uncertainty of data although this isminimised through providing guidelines and definitions aswell as through communication with the business unitsconcerned.Health and SafetyThe reported health and safety data are gathered from allsites where Tullow operates and includes production,drilling, seismic and construction activities as well as theoffice environment. All contractors such as drilling andseismic companies and the associated sub contractorsincluded in our data as they operate under ourmanagement system. OGP sets a standard regarding thecategorisation of all safety incidents and occupationalhealth conditions and we adhere to this position.A summary of the criteria and definitions used to record our environment, health and safety data is listed below:IndicatorDescriptionBasis of calculationUnit of measureEnvironmentCarbon dioxide (CO2)Gas that contributes to thephenomenon known as thegreenhouse gas effect.As required under the EU ETS forHewett 48/29A, 52/5A and BactonGroup wide emissions for drilling,well testing and production are allestimated using EEMS, which allowsthe calculation of emissions wheredirect monitoring is not undertaken.It involves the use of an activityfactor i.e. fuel consumption, flowrate to vent or flare, and anemissions factor, which can bebased on direct gas compositionalanalysis or industry standards. Inthe case of UK emissions directcompositional analysis is used.Other operated sites currentlyutilise the EEMS default emissionfactor.TonnesTullow Oil plc 2008 Coporate Social Responsibility Report 25

Basis of reporting continuedIndicatorDescriptionBasis of calculationUnit of measureMethane (CH4)Gas that contributes to thephenomenon known as thegreenhouse gas effect.Emissions are again calculatedusing EEMS in the same manneras CO2.TonnesOil in produced waterA by-product of the oil and gasextraction process, oil in producedwater is the total amount of oil inthe produced water discharged tothe environment from aninstallation.Department of Energy and ClimateChange (DECC) methodology.TonnesProduced waterqualityThe amount of oil in a sample ofproduced water discharged to theenvironment.DECC methodology.mg/lProduced waterquantityTotal amount of water brought to thesurface with the oil or gas duringthe production process.DECC methodology.TonnesWater abstractionusageQuantity of fresh water utilisedduring operations.Direct meter readings or daily reportdata.CubicmetresOil andchemical spillsAccidental or unplanned release ofoil or chemicals to the environment.Estimated tonnes discharged.Absolute numberof spillsTonnes of oil and/orchemical spilled.Where ‘trace’ isused, this indicatesa total spill amountof less than 10 litresSignificantenvironmentalincidentAccidental or unplanned release ofoil or chemicals to the environment.The significance of the spill is notdefined in absolute figures, butrather through using the TullowIncident Potential Matrix, whichforms part of our Incident ReportingProcedure. Defining the significanceof a spill in this manner allows us totake into account the specificenvironmental sensitivities of theregion in which it occurred.Tonnes or litresProductionThe quantity of hydrocarbonproduced during the reportingperiod.Site production reports from incountryEHS personnel.TonnesHealth & SafetyFatalityDeath of a company or contractemployee due to a work relatedincident or illness.OGP definitions and methodology.Absolute number offatalities“Delayed” deaths that occur afterthe incident are included if thedeaths were a direct result of theincident e.g. if a fire killed oneperson outright, and a second diedthree weeks later from lung damagecaused by the fire, both arereported.26 Tullow Oil plc 2008 Corporate Social Responsibility Report

IndicatorDescriptionBasis of calculationUnit of measureThird Party FatalityIncident resulting in the death of athird party, who is not employed byTullow Oil or a Tullow Oil contractor.OGP definitions and methodology.Absolute number offatalitiesFirst Aid Case (FAC)Cases which are not sufficientlyserious to be reported as medicaltreatment or more serious casesbut nevertheless require minor firstaid treatment.OGP definitions and methodology.Absolute number ofinjuriesHigh PotentialIncident (HiPo)An incident where the potentialseverity is deemed to be either Highor Very High. The actual severity ofthe incident may be lower than thepotential severity providing apowerful learning tool.Tullow Oil Incident ReportingProcedure Incident potential Matrix.Potential severity ofincident.Lost Time Injury(LTI), Lost TimeInjury FrequencyRate (LTIFR)Any work related injury or illness,other than a fatal injury, whichresults in a person being unfit forwork on any day after the day ofoccurrence of the occupationalinjury. “Any day” includes rest days,weekend days, leave days, publicholidays or days after ceasingemployment.OGP definitions and methodology.LTI: absolutenumber of injuriesLTIFR: number ofLTIs per millionhours worked.Hours workedAll hours worked by employees andcontractors.OGP definitions and methodology,calculated from days worked.HoursMedical TreatmentCase (MTC)A work-related injury or illness thatresults in medical treatment beyondfirst aid, but that did not involvedeath (fatality), one or more daysaway from work (LTI), or one ormore days of restricted work(RWDC) i.e. remained at work andwas not transferred or restricted.OGP definitions and methodology.Absolute number ofinjuriesNear Miss (NM)An incident which occurs throughfailure of the management systemor equipment that in othercircumstances would or could havecaused a fatality, LTI, or other suchinjury.OGP definitions and methodology.Absolute number ofincidentsIncludes environmental near missor other incident that could havecaused damage to assets orcompany reputation.Tullow Oil plc 2008 Corporate Social Responsibility Report 27

Basis of reporting continuedIndicatorDescriptionBasis of calculationUnit of measureRestricted Work DayCase (RWDC)Any work-related injury other than afatality or lost work day case whichresults in a person being unfit forfull performance of the regular jobon any day after the occurrence ofthe occupational injury.OGP definitions and methodology.Absolute number ofinjuriesWork performed might be:• an assignment to a temporary job;• part-time work at the regular job;• continuation full-time in theregular job but not performing allthe usual duties of the job.Where no meaningful restrictedwork is being performed, theincident is recorded as a Lost TimeIncident.Total RecordableInjuries (TRI), TotalRecordable InjuryFrequency Rate(TRIFR)The sum of all fatalities, LTIs,RWDCs, and MTCs.OGP definitions and methodology.TRI: Absolutenumber of injuriesTRIFR: number ofTRIs per millionman hours worked.Vehicle TravelDistanceThe monthly total vehicle kilometrestravelled during work relatedactivities whilst being driven by acompany or contractor employee.Readings from Tullow Oil and TullowOil contractor vehicle odometers.KilometresSocial dataNumber ofemployeesTotal number of people employedand paid directly by Tullow.HR Records.Absolute numberNumber of expatriateemployeesTotal number of employees workingfor Tullow in a country other thantheir home country.HR Records.Absolute numberNumber ofconsultantsTotal number of people working forTullow but employed throughanother organisation such as aconsultancy.HR Records.Absolute numberNumber of localnationalsThe total number of employeesworking for Tullow in the country inwhich they are resident.HR Records.Absolute numberNumber of femaleemployeesTotal number of employees who arefemale.HR Records.Absolute numberNumber of femalemanagersTotal number of managers who arefemale.HR Records.Absolute numberA manager is any individual who hasresponsibility for direct line reports.Number ofnationalitiesThe total number of differentnationalities working within Tullow.HR Records.Absolute numberTotal workforceSum of employees, expatriateemployees and consultants.HR Records.Absolute number28 Tullow Oil plc 2008 Corporate Social Responsibility Report

IndicatorDescriptionBasis of calculationUnit of measureCSR expenditureCSR expenditure byclassificationPercentage of total discretionarysocial expenditure in each of sevendifferent categories; conservation,charitable donations, staffsponsorship, emergency donations,other, Working with Communitiesand academic sponsorship.Country reports from in-countryCSR personnel and Group financialrecords.Percentage of US$totalCSR expenditure bycore areaPercentage of total discretionarysocial expenditure broken down bycore operational area; Africa, Asiaand South America and Europe.Country reports from in-countryCSR personnel and Group financialrecords.Percentage of US$totalFurther definitions used in the Report are:BiodiversityVariety of organisms found within a specified geographic region.HydrocarbonA compound containing only the elements hydrogen and carbon. May exist as a solid, a liquid or a gas. The term is mainlyused in a catch-all sense for oil, gas and condensate.Social and CommunityThe Social and Community metrics relate to all parts of our business. We report our CSR spend in US$.Non Operated ActivityIn line with the OGP definitions, Tullow only reports the environmental, health and safety data where Tullow is the operatorof the exploration or production facility. Non operated EHS data is not included in the report.Independent AssuranceDeloitte LLP (Deloitte) has provided limited assurance on the Group compilation process of selected environmental, healthand safety data as set out by them in their assurance statement, which is reproduced in the Report.Tullow Oil plc 2008 Coporate Social Responsibility Report 29

GRI content indexStandard Disclosures Part1: Profile disclosure1. Strategy and AnalysisProfile Disclosure1.11.2DescriptionStatement from the most senior decision-maker of the organisation.Description of key impacts, risks, and opportunities.Cross-Referencepg 2-3,pg 10-11 (AR)pg 39-44 (AR)2. Organisational Profile2.12.22.32.42.52.62.72.82.92.10Name of the organisation.Primary brands, products, and/or services.Operational structure of the organisation, including main divisions, operatingcompanies, subsidiaries, and joint ventures.Location of organisation’s headquarters.Number of countries where the organisation operates, and names of countries witheither major operations or that are specifically relevant to the sustainability issuescovered in the report.Nature of ownership and legal form.Markets served (including geographic breakdown, sectors served, and types ofcustomers/beneficiaries).Scale of the reporting organisation.Significant changes during the reporting period regarding size, structure, orownership.Awards received in the reporting period.FCIFCpg 6-7 (AR),127-130pg 61,78 (AR)GFIFC/BCGFIFC, 22-23pg 2-3, 17, GFpg 53. Report Parameters3.13.23.33.43.53.63.73.83.93.103.113.123.13Reporting period (e.g., fiscal/calendar year) for information provided.Date of most recent previous report (if any).Reporting cycle (annual, biennial, etc.)Contact point for questions regarding the report or its contents.Process for defining report content.Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, jointventures, suppliers). See GRI Boundary Protocol for further guidance.State any specific limitations on the scope or boundary of the report (seecompleteness principle for explanation of scope).Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourcedoperations, and other entities that can significantly affect comparability from periodto period and/or between organisations.Data measurement techniques and the bases of calculations, including assumptionsand techniques underlying estimations applied to the compilation of the Indicatorsand other information in the report. Explain any decisions not to apply, or tosubstantially diverge from, the GRI Indicator Protocols.Explanation of the effect of any re-statements of information provided in earlierreports, and the reasons for such re-statement (e.g.,mergers/acquisitions, changeof base years/periods, nature of business, measurement methods).Significant changes from previous reporting periods in the scope, boundary, ormeasurement methods applied in the report.Table identifying the location of the Standard Disclosures in the report.Policy and current practice with regard to seeking external assurance for the report.FCIFCpg 2IBCpg 8-9pg 2, 22-23pg 2pg 2, 24pg 11, 13-14pg 14pg 14, 24pg 23pg 9, 2430 Tullow Oil plc 2008 Corporate Social Responsibility Report

4. Governance, Commitments, and Engagement4.14.24.34.44.144.15Governance structure of the organisation, including committees under the highestgovernance body responsible for specific tasks, such as setting strategy ororganisational oversight.Indicate whether the Chair of the highest governance body is also an executive officer.For organisations that have a unitary board structure, state the number of membersof the highest governance body that are independent and/or non-executive members.Mechanisms for shareholders and employees to provide recommendations ordirection to the highest governance body.List of stakeholder groups engaged by the organisation.Basis for identification and selection of stakeholders with whom to engage.pg 4, 9pg 2-3,pg 56-57 (AR)pg 64 (AR)pg 8pg 8Standard Disclosures Part III: Performance indicatorsEconomicPerformanceIndicatorEC8DescriptionDevelopment and impact of infrastructure investments and services providedprimarily for public benefit through commercial, in-kind, or pro bono engagement.Cross-Referencepg 19-21, 23EnvironmentalEN14EN16EN17EN18EN19EN21EN23EN28Strategies, current actions, and future plans for managing impacts on biodiversity.Total direct and indirect greenhouse gas emissions by weight.Other relevant indirect greenhouse gas emissions by weight.Initiatives to reduce greenhouse gas emissions and reductions achieved.Emissions of ozone-depleting substances by weight.Total water discharge by quality and destination.Total number and volume of significant spills.Monetary value of significant fines and total number of non-monetary sanctions fornon-compliance with environmental laws and regulations.pg 12-13pg 10, 22pg 10, 22pg 10-11, 22pg 22pg 10-11, 22pg 22pg 9Social: Labor Practices and Decent WorkLA1LA7LA8Social: SocietySO1SO8KeyTotal workforce by employment type, employment contract, and region.Rates of injury, occupational diseases, lost days, and absenteeism, and number ofwork-related fatalities by region.Education, training, counseling, prevention, and risk-control programs in place toassist workforce members, their families, or community members regarding seriousdiseases.Nature, scope, and effectiveness of any programs and practices that assess andmanage the impacts of operations on communities, including entering, operating,and exiting.Monetary value of significant fines and total number of non-monetary sanctions fornon-compliance with laws and regulations.pg 23pg 14-15 ,23pg 17-18pg 6,9,12pg 9ARAnnual ReportBCBack CoverFCFront CoverIBCInside Back CoverIFCInside Front CoverGFGatefoldTullow Oil plc 2008 Coporate Social Responsibility Report 31

GetmoreonlineWe are very committed to communicating with all stakeholders.Our policy is to be open, transparent, uniform and timely.www.tullowoil.comRelaunching our websiteWe are undertaking a majorupgrade of our corporate websitewhich will go live on a phasedbasis starting in summer 2009.Lots of additional featuresWe are incorporating lots ofnew features including theability to customise the sitefor individual users.More interactivityEnhanced alerting, RSS, glossary,share charting, what’s new andsearch facilities will make the sitemore user-friendly.New contentThere is a new ‘Our people’ and‘Our business’ section, together withadditional content across the siteand an interactive operations map.2008 Annual ReportThere is an online version of the AnnualReport and you can download keysections in pdf format.http://ara2008.tullowoil.com2008 CSR ReportOur new website will have a significantlyenhanced CSR section to provideadditional information on howTullow approaches and undertakes itsresponsibilities throughout its operations.For a pdf of the CSR Report visit theReports & Presentations section at:www.tullowoil.com/tlw/ir2009 Fact BookWe publish a Fact Book twice a year,in March and August, to coincidewith the Group’s full and half-yearlyresults. It contains a lot of additional,mainly operational, information tocomplement the results announcementand presentation.Visit the Reports & Presentationssection at:www.tullowoil.com/tlw/ir

Tullow Oil plcBuilding 11Chiswick Park566 Chiswick High RoadLondon W4 5YSTel: +44 20 8996 1000Fax: +44 20 8994 5332Email: csr@tullowoil.comWebsite: www.tullowoil.comThis report is produced on material which contains 50% recycled and de-inked pulp from post consumer waste.The remaining pulp contains FSC credited material from well-managed forests.Designed by Black Sun PlcPrinted by St Ives Westerham Press