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Measuring our performance

We are making good progress in our corporate responsibility performance. The targets we are setting to assess our progress are increasingly informed by our stakeholder engagement processes.

We have reintroduced a detailed performance overview into our corporate responsibility reporting. We received feedback from socially responsible investors and corporate responsibility analysts, in particular, that they had a strong preference for a clear and informative summary of our performance against objectives, including an overview of our targets and plans for the following year.

Key

  • Meeting target
  • Within 10% of target or on track for delivery
  • Failing to meet target

Environment, Health and Safety (EHS)

2012 leading objectives Progress 2012 performance 2013 objectives
Develop and implement action tracking system tracking incidents and investigations. Met target Rolled out incident investigation process and closed out associated corrective actions.
  • Ensure a high standard of emergency preparedness and incident management capability across all operations.
  • Ensure all operated projects have a safety case and all drilling rigs and contractors use an EHS system.
  • Implement Supply Chain Management in EHS Process standard; monitor progress and complete actions within agreed time frame.
  • Deliver Tullow Land Transport Safety audit action plan; monitor progress and complete actions.
  • Close-out ESMP action plans, issue closure reports and complete audit of selected reports.
  • Action plans for senior leaders to improve EHS leadership and the wellbeing of staff.
Establish safety cases for all operated production facilities. Met target Safety cases for all operated production facilities in place.
All medium and high risk contracts have effective EHS process in place. Met target Contractor management standard and revised EHS T&Cs in place. Increased EHS participation in contractor and contract evaluation.
Monitor performance of and compliance with revised toes. Met target All BUs self-assessed against 'toes'. Findings have determined six key focus areas for improvement in 2013.
All ESIAs implement Environmental and Social Management Plan (ESMP). Met target New framework agreements with ESIA preferred providers driving improved standards and resulting ESMPs.
Drive more visible EHS leadership. Within 10% of target Operational managers demonstrated proactive EHS leadership in 2012. Non-operational managers demonstrated lower levels of leadership.
2012 lagging objectives Progress 2012 performance 2013 objectives
Number of uncontrolled releases/loss of containment incidents [water, diesel, oil, chemicals] >50 litres with < 3 incidents. Failed to meet target There were five spills (38.86 tonnes) in 2012, which had minimal environmental impact. Despite narrowly missing our target, this is a significant decrease from 14 spills (310.93 tonnes) in 2011.
  • Number of uncontrolled releases/loss of containment incidents (water, diesel, oil, chemicals, etc) > 50lt ≤ 3.
  • Ensure Vehicle Accident Frequency Rate (VAFR) is ≤ 1.3 motor vehicle crashes (MVC) per million km driven.
  • Closeout 100% of investigations of actual and potential level 4 & 5 & LTIs incidents, including full management review, approval and action closure.
Reduce malaria case incidents by 10% year-on-year per 1,000 exposures. 2011 base line: 0.34. 2012 target: 0.30. Met target We have met our KPI with an average of 0.07 instances of malaria per 1,000 exposures over the 12 month period.
Close-out 100% of Level 4 and 5 incident investigation actions, ensuring maximum learning from serious incidents. Met target This KPI is linked with the leading indicator to develop and implement an action tracking system to report and track incidents and investigations, as reported above.