Crisis and Emergency Management
Requirements for Crisis and Emergency Management (CEM) are set out in the Integrated Management System (IMS). CEM arrangements are long established and embedded in business operations, ensuring that Tullow is suitably prepared, resourced and equipped to respond effectively to emergency and crisis situations and mitigate the impact on people, the environment, assets and reputation. This reflects the policy commitment set out by our CEO in his Safe and Sustainable Operations Policy Statement.
Agreed plans, procedures and resources are in place that cover all operational activities, ensuring that they are ready to respond to any major emergency. These plans are based on credible emergency scenarios, identified during the Environmental and Social Impact Assessment process or the Business activity risk assessment, and follow the mandatory requirements of the Group Emergency Preparedness Standard. They also align with Best Industry Practice e.g. IPIECA Oil Spill Response - Joint Industry Project. The International Finance Corporation’s investment agreement requires both our Ghana and Kenya projects to achieve compliance with the IFC Environmental and Social Performance Standards and audit Tullow against these guidelines.
A programme of training and regular exercises and testing are in place to ensure response plans are properly understood and will work in the event of an emergency. Emergency response plans, equipment and resources are reviewed annually. As part of the management of change process any change to the nature of operational activity or change in regulatory or Company requirements will result in the evaluation of associated risks or availability of response resources or equipment is evaluated and identification of any key lessons during training exercises or response to real events.
The Group communicates information about our operations and ambitions to ensure stakeholders understand the Group’s business and can ask questions and make decisions in an informed way. Group policy requires that grievance management mechanisms, including location-specific grievance management procedures are established.
Occupational Health and Safety
We are committed to ensuring our colleagues and host communities are kept safe and well, and to raising awareness of potential dangers related to our operations and locations where we operate. We ensure colleagues have access to affordable healthcare and aim to achieve top quartile industry performance on our occupational safety measures. We also protect our colleagues and assets with robust emergency plans.
Contractor EHS Management
At Tullow, we recognise that contractors play a critical role in our EHS performance. A significant proportion of all hours worked on our activities is by contractors and hence managing contractor performance is key to reducing our EHS incidents.
Tullow has therefore developed processes to ensure that EHS risks are identified and managed throughout the contract lifecycle. Developing close working relationships with our contractors to build a common EHS culture forms part of these processes. Specifically: -
- Tullow identifies key risks associated with contractor activities and manages the contract scope and specifications to mitigate those risks.
- Tullow assesses the EHS records and capability of potential contractors as part of the contractor selection process.
- Tullow actively manages contractor performance with focus on EHS performance throughout the contract duration
- Through combined contractor forums establish networks to share lessons and collectively discuss EHS performance and improvement opportunities
Process Safety Management
Tullow ensures that all hazards that can lead to major accidents are identified and takes all measures necessary to prevent major accidents and to limit their consequences for human health and the environment. Tullow reduces the risks of major accidents to As Low As Reasonably Practicable (ALARP). We make appropriate preparations to respond to emergencies including any consequences beyond the site boundary. We also maintain transparency both internally and externally in our performance reporting on asset integrity management.