At Oil Search, we recognise that the key to sustainable competitive advantage is our people. We are committed to engaging in good communication and honest dialogue with all employees so we can understand and address their concerns, encourage continual improvement and ensure their actions and outcomes are directly aligned with our broader business objectives.

We encourage two-way communication. Informal engagement occurs regularly between our employees and between employees and their line managers, including during lunch and learn sessions or during job start or other team meetings.

We also provide regular opportunities for formal engagement, such as participation in Health, Safety and Sustainabiilty (HSS) Groups, discussion forums and performance reviews. We also arrange additional opportunities to discuss key issues during periods of significant change. See Stakeholder Engagement for an overview of all the engagement methods we employ.

We measure employee engagement to understand whether our employees feel Oil Search is an inclusive workplace, where they feel like they belong and have the freedom to speak their mind. These feelings of inclusion are recognised as a key contributor to the emotional connection an employee has to their work, which drives business performance and a positive attitude. We use the Gallup Q12 survey methodology and the Gallup Inclusion Index to assess employee engagement, working with Gallup to administer and analyse the survey results.

Our employees and contractors have access to our on-site health facilities and medical services. Should they or their family members need support to resolve work or life challenges, or improve their health and wellbeing more generally, they can access the Employee Assistance Programme, an externally provided, confidential counselling service. Our procedure on family and women’s protection outlines the support we provide should an employee experience family or sexual violence, including allowing them leave to move to safe accommodation or attend appointments.

We work respectfully with employee representative bodies and trade unions. The principles in our Code of Conduct, Social Responsibility Policy and Human Resource Standards also support the creation of a workplace environment in which employees can meet without discrimination, harassment or retribution.

We respond to disputes or complaints about workplace practices fairly and transparently, and our Human Resources team works directly with the employee’s immediate manager to address the grievance. If they cannott resolve a grievance, it is escalated to the senior management team and, if necessary, the Board.

Our approach to workforce management is outlined in our Human Resource Standards and Code of Conduct. These address topics such as open communication with employees, remuneration and benefits, diversity, leave entitlements, anti-discrimination, grievance resolution, and performance management.

Our Human Resource Standards are tailored to represent requirements of each country in which we operate. The Standars meet or exceed the requirements of the PNG Employment Act and other local equivalents. This mitigates the possibility of forced or underage labour within our direct workplace. However, we have identified that some labour disputes — such as the timely payment of superannuation and wages — are an area of potential risk in our supply chain. Such risks have been considered in our Responsible Supply Chain Strategy.