Our stakeholder priorities

We are committed to open and transparent communication with all our stakeholders. This section explores issues raised by our stakeholders, through a series of targeted engagements, that relate to our business.

Stakeholder engagement

Tullow engineers on site in hard hats talking to each other

We are held to account daily. As a public company, Tullow is subject to scrutiny from a wide range of stakeholders and our operations are subject to the laws of our host countries. The Tullow way of doing business has always been to be a safe operator and a good neighbour, and we commit to this publicly. Our commitment extends to transparency and accountability in all our dealings, and we welcome interest in and reviews of our operations. We also value the opportunity to engage with external stakeholders on ways in which Tullow can help to ensure that natural resources create shared prosperity.

Ghanaians in traditional dress sitting under a canopy

We have an ongoing programme of public engagement to ensure as many people as possible understand the Jubilee project and what it can and cannot offer. We have met with local communities, policy makers, traditional leaders, media and professional associations. This programme is being extended to include district assemblies, legislators and religious groups.

Tullow Uganda engages regularly, on both a formal and informal basis, with government departments such as the Petroleum Exploration and Production Department (PEPD). As a member of the Chamber of Mines and Petroleum we have presented an outline of Tullow's activities in Uganda to the Parliamentary Natural Resources Committee on oil development in Uganda. We also present regularly at Civil Society Forums, such as the launch of the new International Alert programme. These presentations are typically attended by MPs from all parties, and civil servants, who have the opportunity hear from us and also listen to the public debate.

Issue raised at oil and gas course, Hoima, Uganda

We have ongoing contact with regulators in every country in which we operate. Such engagements span the full oil life cycle from entering a new country through to licence awards to rehabilitation after exploration ceases. These will also extend to rehabilitation after production ceases in countries where we move to the production phase. We are striving to improve the effectiveness of our engagements with a wide range of stakeholders and in 2011 we will roll out an enhanced approach to external stakeholder engagement designed to address this. Our approach will be based on feedback from our 2011 Global Perceptions Audit which included opinion from government and regulators in all of our major countries of operation.

Issue raised in multi-stakeholder forum.

Tullow conducts an Environmental and Social Impact Assessment (ESIA) for every project. As part of this process, all stakeholders are made aware of the environmental and social impacts of our operations - this is the basis of meaningful consultation. The ESIAs are preceded and followed by regular community consultation and discussions that are orgainsed from the very beginning of our activities in-country. These aim to explain our plans as each project progresses, to solicit input from communities and to allow grievances to be aired. An example of this is Tullow Ghana's Community Consultation and Disclosure Programme or the Jubilee exhibition touring each region in Ghana to explain Ghana's oil projects to the general public.

Issue raised in multi-stakeholder forum.

Tullow's operations are mainly located in areas which lack basic amenities and expectations of what the company can provide in terms of health, education and employment are often very high. Effective engagement is key to managing these expectations and we work to address them on a local basis through community involvement and feedback on our social enterprise projects (for example through Tullow Ghana's Community Consultation and Disclosure Programme) and through regular engagements through our community liaison officers. On a wider basis we engage regularly with government and civil society to give an overview of our operations and to explain their scope. Additional initiatives, such as publishing our payments to the Government of Ghana and publishing our Ghanaian Petroleum Agreements can help to create a realistic picture of revenues from oil and gas production and what they might contribute to the economy.

We have worked hard to take a more strategic approach to social enterprise investment and to reflect the need for education and capacity building and opportunities for local businesses to enter our supply chain. As we formalise this approach, which is based on the feedback of stakeholders from communities through to governments, we hope that its relevance and clear focus will enhance stakeholder understanding of what Tullow can achieve in each country. However, as our operations are very often located beside remote communities lacking basic ameneties, we will still earmark a certain percentage of our budget for community and local projects that serve community health, education, environment and enterprise needs.

Issue raised in multi-stakeholder forum and by executive team/senior management.