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Cairn recognises that its people provide the foundation for its success, and place great emphasis on attracting, engaging and retaining the right blend of talent across the business. We strive to provide an open, stimulating and rewarding work environment to encourage high levels of staff engagement and drive strong performance at every level across the organisation. Our Company values of respect, relationships and responsibility are at the very heart of this.

In 2014, Cairn undertook a review of the Group’s organisation to ensure that it was appropriately resourced for the future activity levels and work programme. As a result, by the end of 2014, we had effected a 40% head count reduction across employees and contractors whilst retaining core competencies. The industry has been heavily impacted in 2015 by the continuing low oil price, with consequent reduction in workforces being seen across the sector. Following our actions in 2014, these market conditions did not impact Cairn staff levels in 2015 and we have remained properly resourced with the right skills to enable us to deliver our planned work programme.

With a new organisational structure from 1 January 2015, the focus naturally shifted to further engaging within the organisation and ensuring that we remained best placed from a resource and capability perspective to deliver our 2015/16 business objectives.

In order to provide assurances that the new organisation structure was operating effectively, the business through its internal auditors, conducted a review in Q3 2015, which examined key governance, oversight and communication processes and controls under the new structure. The review concluded that the business was effectively structured following the 2014 reorganisation, with only a very small number of low- to medium-risk development areas identified, which have since been addressed.

2015 highlights

  • Development of a revised succession plan.
  • Management ‘Bootcamp’ training developed and rolled out to an initial group, ‘cohort’, of managers.
  • Comprehensive review of all UK HR policies.
  • Further embedding of performance management across the Group.
  • Enhanced health and wellbeing provision through implementation of new Private Medical Insurance 2016 objectives.
  • Further Management ‘Bootcamp’ training.
  • Investors in People re-accreditation.
  • Refresh of on-boarding and recruitment process.
  • Roll out of revised UK HR policies, standards and guidelines.

2016 objectives

  • Review the People Management Policy Manual.
  • Refresh the staff induction and roll-out of e-learning.
  • Improve travel risk assessment and support for travellers across the Group.
  • Further improvements to health and wellbeing.

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