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Glossary
A
- AA1000SES
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AccountAbility AA1000 Stakeholder Engagement Standard
- ACET
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Assists African governments to achieve long-term economic growth and transformation www.acetforafrica.org
B
C
- CCDP
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Community Consultation and Disclosure Programme
- Conship
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A wholly owned Ghanaian freight forwarding and logistics company www.conshiponline.com
- CNOOC
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China National Offshore Oil Company
- CR
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Corporate Responsibility
- CSO
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Civil Society Organisation
E
- E&A
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Exploration and Appraisal
- EHS
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Environment, Health and Safety
- EHSMS
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EHS Management System
- EIA
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Environmental Impact Assessment
- EITI
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Extractive Industries Transparency Initiative
- EMS
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Environmental Management System
- ENSCO
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Provider of offshore contract drilling services to the oil and gas industry www.enscoplc.com
- ES
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Environmental Statement
- Eirik Raude (The)
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a fifth-generation semi-submersible drilling unit
- ESIA
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Environmental and Social Impact Assessment
F
- Farm-down
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the sale of a percentage of a licence interest to another company
- FPSO
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Floating Production Storage and Offloading vessel
- FTSE 100
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Equity index whose constituents are the 100 largest UK listed companies by market capitalisation
G
- GHG
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Greenhouse gases
- GIS
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Geographic Information System
- GOELF
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Ghana Offshore Emergency Leadership Forum
- GRI
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Global Reporting Initiative
H
- H&S
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Health and Safety
- HiPo
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High Potential Incident
- HiPoFR
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HiPo Frequency Rate measured in HiPos per million hours worked
- HR
-
Human Resources
I
- IFR
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International Regulators Forum
- IMS
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Information Management System
- IPIECA
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International Petroleum Industry Environmental Conservation Association
- ISAE
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International Standards on Assurance Engagements
- ISO
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International Organization for Standardization
K
L
M
- MSF
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Multi-stakeholder forum
N
O
- OGP
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International Association of Oil and Gas Producers (The)
- ONE
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Grassroots advocacy and campaigning organisation fighting extreme poverty and preventable diseases www.one.org
- OHSAS
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Occupational Health & Safety Advisory Services
- OSRL
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Oil Spill Response Ltd
- OSPRAG
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Oil Spill Prevention and Response Advisory Group
R
- RBM
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Regional Business Manager
S
- Safety Case
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A document or suite of documents that identifies, assesses, and documents major hazards
- SE
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Social Enterprise
- SMC
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Senior Management Committee
- SRI
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Socially responsible investment
- sq km
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Square kilometres
T
- toes
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Tullow Oil Environmental Standards
- TRI
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Total Recordable Injuries
- TRIFR
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TRI Frequency Rate measure in TRIs per million hours worked
U
V
- VAFR
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Vehicle Accident Frequency Rate measured in vehicle accidents per million kms driven
W
- Well engineering
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is responsible for the design, construction and maintenance of wells
- Well integrity
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relates to the safety and ongoing viability of a well during its entire lifecycle
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Building a world-class organisation
Permanent employees grew by 40% to 935 people at the end of 2010. The main areas of growth were Africa, where our employee numbers increased by over 50%, and London; both in support of our major development projects.
Managing exceptional growth
Over the last five years the number of people working for Tullow has grown by almost 200%. This undoubtedly creates some significant organisational challenges including:
- Planning and building organisational capacity to support growth and changing needs;
- Attracting and retaining the right people with the right balance and mix of skills;
- Induction, assimilation and performance management of new recruits across the business;
- Managing organisational change; and
- Maintaining our unique culture, which forms part of the Board objectives for 2011.
Throughout Tullow we employed 297 contractors in 2010 bringing our total workforce to 1,232 at year-end. A feature of the oil and gas industry is the role of contractors, who provide mobile global expertise and specialist resources. Contractors are employed on a short and long-term basis, are expected to align with our values and are subject to all our policies and standards.
On a longer-term basis we assess the overall success of our people management through staff turnover, which is a Group KPI. Our goal is to maintain this below 5% on an annual basis. In 2010, staff turnover was 1.3%, compared with 2.0% in 2009 and 2.3% in 2008.
To understand how people feel about working for Tullow and to guide us on how we can improve our people processes and policies we conduct global employee and contractor surveys. We conducted a global survey in 2009 called Tullow Talkback, which achieved very high participation levels and ratings for Tullow as an employer.
In 2010, we held workshops in six locations to clarify and address local issues. We visited Bangladesh, Ghana, Ireland, South Africa, Uganda and the UK. Each location was asked to focus on three main issues and the topics chosen in the different regions gave us insights into what the management team, with the support and facilitation of the HR team, must work to improve in that country. At Group level, common themes emerged around salary and benefits, training and development and leadership and communication.
One of our key 2010 objectives was to deliver 70% of the initiatives identified through these workshops and we have achieved this. We are planning to conduct another global employee survey in the third quarter of 2011.
Each year we define a number of key people objectives and targets that are delivered by our Human Resources function, working in partnership with the business.
Salary and benefits
We pride ourselves on being competitive in the marketplace through participation in salary surveys and our core global benefits package. From Tullow Talkback we realised that an education process was needed for staff to fully recognise the overall value of this package as we found that in many locations there was a poor understanding of how our salaries and benefits are structured. This has been addressed through education and in some instances we have taken the opportunity to adjust pay structures. In addition, we encourage share ownership through our share option scheme. We also support employee pension provision or equivalent and have a UK Pensions Governance Committee comprising management and employee representatives. New pension plans were offered in Bangladesh, Ghana and Uganda in 2010.
