Taking on the COVID-19 Challenge
ISSUE 3
June 2021
ISSUE 3 JUNE 2021
CEO’s Message: Emerging Heritage-Strong
1
Note from the Editor
2
Next Level Delivery!
3
Take 5 with Wendell Seecharan
4
The Journey of the Land Business Unit
6
Heritage Response to COVID-19 Pandemic Reporting and Case Management Protocol
12
COVID-19 Vaccine Resource Corner
13
COVID-19 Myths vs Facts
14
COVID-19 Safety
15
Our COVID-19 CSR Response Continues
16
Changes in the Industry due to the Pandemic
18
Celebrating Our Employees - Dianne Dookie Alexander – In Her Own Words
20
Managing Stress, Anxiety during the Pandemic
22
Heritage EAP Services available during COVID-19
23
Best and Worst Foods for your Mental Health and Wellness
24
Heritage Cooks – Sancoche Soup
27
Heritage Got Talent — Display your Talent and Shine
28
Family Fun – Bingo
29
ISSUE 3 JUNE 2021
Note from the CEO, Arlene Chow
Emerging Heritage-Strong I’m sure I speak for most of you when I say that I can’t believe it’s been more than a year since we as the Heritage family have been working under conditions dictated by the COVID-19 pandemic. It has felt like a marathon at times but I take comfort in the fact that we are all doing our best and rallying through the pandemic storm together. As a major contributor to the nation’s gross domestic product (GDP), I don’t think that it is lost on any of us how crucial Heritage is to the country at this difficult time. It is not lost on me how much you do individually and collectively to maintain Heritage’s productivity and profitability. I thank you sincerely for your ongoing effort and commitment to the success of this organisation. It is also not lost on me how stressful life and work have been in the midst of a pandemic. It is such an unprecedented time and I know right now the finish line seems some way off but know that we can come and will come out of this. Even as you continue to focus on delivering and surpassing your targets, please do ensure that you make time for proper self-care and well-being. If you feel overwhelmed do not hesitate to reach out for help and support. Let us all do our part to stay safe and ensure the well-being and safety of our colleagues, families, communities and nation. We can emerge from this Heritage-Strong.
ARLENE CHOW, CEO
“
THANKS AGAIN FOR ALL THAT YOU DO AND ENJOY THIS ISSUE OF THE HERITAGE DRILLDOWN. 1
ISSUE 3 JUNE 2021
WELCOME TO THE THIRD ISSUE OF THE HERITAGE DRILLDOWN – THE QUARTERLY INTERNAL E-NEWSLETTER FOR HERITAGE PETROLEUM COMPANY LIMITED. EDIITOR-IN-CHIEF: Arlene Gorin-George SUB-EDITOR: Nkese Harriott PUBLICATIONS COMMITTEE: Arlene Gorin-George, Nkese Harriott, Balliram Bachan, Stephon Jiminez, Najila Elias-Samlalsingh, Yashoda David PHOTOGRAPHY: Heritage Archives DESIGN: Lonsdale Saatchi and Saatchi Advertising Limited
Please address all correspondence to The Heritage DrillDown c/o Communications Department Registered Office 9 Queen’s Park West Port of Spain Tel: 868 649 5891 Email: corpcomm@heritage-tt.com Website: heritage.co.tt ©2021 Material in this publication, with the exception of photography, may be reproduced once credit is given to the Heritage DrillDown.
2
Note from the Editor Family get-togethers. Going to church and fellowship. Weekend beach outings. After-work limes. Clubs and parties. Gym and hiking. These are just a few of the things people say they miss most since we have been dealing with the COVID-19 pandemic. No doubt the past year has been challenging on many levels and many of us yearn for life as we knew it in 2019 B.C. (Before Covid). I, too, had this thought in the early days. Then slowly weeks became months, and months turned into a year and we find ourselves still engaged in the battle. Unfortunately, COVID-19 is our present reality. It has superimposed itself into every aspect of our lives and forced us to change our behaviour as individuals and as a society. What it has not changed, however, is our human will to survive and persevere, our drive to conquer and innovate, our propensity for love and caring for one another, and our inimitable ability to assimilate and keep going. This is what is happening every day as people try to cope with and survive the ravages of COVID-19. Here at Heritage, we have further embraced technology and adjusted how we work and interact with one another. We have found ways to stay connected and socialise, virtually. We can access EAP services and support. We are soldiering on. This issue of the DrillDown is dedicated to each of you. It is a celebration of your drive that continues to propel you forward despite the pandemic. This issue signifies the fact that even though we cannot physically get together, we can still fight this virus together and be hopeful. Here’s to human will and we hope you enjoy this issue. Arlene Gorin-George Editor-in-Chief
ISSUE 3 JUNE 2021
Next Level Delivery! Heritage Petroleum is critical to the economic wellbeing of Trinidad and Tobago and we are called upon to continue to operate throughout the lockdowns and a State of Emergency. With prudent planning, sound leadership and a dedicated workforce, we have been able to rise to the occasion and deliver. Working Differently It is called performance, Next Level Performance, to be exact. The Heritage Family has been working this year under the theme Taking it to the Next Level and distinguishing itself in the local industry. Friends, let us not pretend it hasn’t been challenging. Don’t even try to discount the difficulties we face as a young company and as individuals. Due to the restrictions, our office-based staff are mainly working from home. This arrangement comes with positive and negative features. Some of us thrive in this arrangement while others struggle with it. What has not changed, however, is the commitment of the Heritage Team to meet deliverables and get the job done right. That’s just how we do! The Real MVPs But wait… we cannot speak about Next Level Performance without making special mention of the real MVPs (Most Valuable Players). The ones called “essential”. The crews referred to as “critical”, our
frontline operations staff. These are the men and women who continue to report to our various locations for duty, to keep production going. No doubt the uncertainty of these times come to mind frequently. It’s only natural. But you also witness the commitment of the CEO and Leadership to maintain a safe working environment. We are all in this together and we have all been doing our part to see it through safely. Like many others, this writer thought COVID-19 would have been a memory by now. I know I’m not alone in wanting to say so long to the restrictions and get back to being able to meet my colleagues face to face without being fearful of contracting COVID. But even though that day may be a long way off, the camaraderie and dedication that has taken root in our young organisation is thriving. We understand that we each have a part to play, and we make every effort to play it well.
WE ARE THE PREMIER STATE ENTERPRISE. WE ARE INSPIRATIONAL. WE SUPPORT ONE ANOTHER. EVERY BUSINESS UNIT. EVERY DEPARTMENT. EVERY EMPLOYEE.
WE are Heritage!
3
ISSUE 3 JUNE 2021
Our leaders have shown themselves to be committed, driven and focused on strategically guiding Hertiage Petroleum
to be a source of pride for Trinidad and Tobago by focusing on profitability, operational excellence and world-class talent as a performance-driven oil and gas company.
WITH WENDELL SEECHARAN 4
ISSUE 3 JUNE 2021
Having joined the Heritage team just under a year ago, how would you sum up your experience thus far? I joined Heritage amidst COVID-19, so I was faced with several challenges that I needed to overcome. One was not being able to have a personal interaction with my team to understand not only the work but the individuals themselves. I started developing relationships by engaging the frontline workers, which allowed me to appreciate the business and safety risk and to understand where the support was most needed.
This article features leaders and senior managers answering five questions. This is intended to give employees a better sense of understanding their leaders.
There was a gap in the HSSE systems and processes; therefore, we needed to establish an effective HSSE system by building on the existing OMS framework. As a team, we started to build systems in a synergetic manner where a team approach was implemented to close the gaps. A few months later, these contributions created a shift in the safety culture, which was the commencement of our journey toward building safety excellence in Heritage. How do you keep your team motivated despite conflicts and obstacles? One of the most important aspects of motivating my team is fostering communication; this was done via the three team building sessions, where I took the opportunity to reward personnel who went above and beyond in their commitment towards safety excellence. I also believe in an open-door policy and encourage my Managers to do the same as this would foster an environment of trust and camaraderie among employees. What has been your biggest challenge here at Heritage? The biggest challenge in Heritage is what is happening worldwide, and that is COVID-19. COVID-19 has changed the way we work and interact. Our activity is limited by this pandemic; while we have become more resilient, we are still vulnerable to the impact of the virus, which is limiting us to interact with that face-to-face experience.
What is the most innovative project that you have been involved in during your career? At an international Oil and Gas organisation where I was employed, while holding the role as Regional QHSE Manager, I had additional responsibilities as a Lead Auditor (ISO 9001, ISO 14001 and OSHAS 18001) for the Americas, with a focus on the South American region. Internal audits were required to be conducted in the South American countries, and if any NCRs identified from the internal audit were not closed in the scheduled time frames, this would have significantly impacted the outcome of the external audit. Each country’s ISO certification is linked to the Houston Corporate Office; therefore, the certification of each country must be maintained. As the Lead Auditor, I had to developed systems to ensure that each country's audit schedules were met; the strategies involved communicating with all member countries, regular weekly follow-ups on audit and nonconformances closure status. This resulted in each country, including the Houston Office, maintaining certification and the process developed to ensure compliance was utilised in all future audits. How do you relax and unwind outside of work? Relaxing and unwinding these days is a bit of a challenge due to COVID-19. When I can, I go for a brisk walk or cycle around the neighbourhood to clear my mind. I take the opportunity. I try spending as much quality time over the weekend with the family, which entails chores around the house, grocery shopping, church and looking at a movie indoors. For my quiet time, I would catch up on some reading on professional subscription HSE professional magazines/books.
5
ISSUE 3 JUNE 2021
THE FRENCH PLAYWRIGHT, MOLIÈRE, ONCE WROTE,
6
"THE GREATER THE OBSTACLE, THE MORE GLORY IN OVERCOMING IT".
ISSUE 3 JUNE 2021
T
hese words ring true for the employees of the Land Business Unit (BU) who have celebrated a year of milestone accomplishments. Kerry Rampersad joined the Land Business Unit in June 2020 and brought experience and knowledge, but he also recognised that these would not be the only tools required. Fiscal 2020 was challenged by the impact of Covid-19 and depressed oil prices. The knock-on effect on the operations would require a team effort to steer the ship through the rapids. He engaged the employees to embark on a journey that would recalibrate the Business Unit, empower and inject energy into the team synergies, streamline systems and processes with a byproduct being its highest recorded production since inception.
In July 2020, the journey began with the Land BU Leadership team working together on a SWOT analysis geared to refocus and recalibrate the operations. This led to a systematic workflow process that improved communication, team synergies, employee empowerment and cross-functional focus teams. Subsurface, Operations Technology, Operations and Maintenance and Planning and Performance teams developed the strategies required to safely deliver the Performance Targets. The impact of Asset Integrity inherent with operating old and failing infrastructure coupled with theft and vandalism across the fields posed a threat to the environment and compromised the safe delivery of barrels. The Operations and Maintenance Department responded by initiating several projects to minimise the
7
ISSUE 3 JUNE 2021
Production Management – Way Forward
$ $
IAN GLOUDON Workovers Team Members: Jerline, Allan, Adrian, Rudy, Jamaal, Richard 1) Prioritise major and heavy workovers (sand control, NRT) 2) Achieve efficient workovers
RUDRUNATH DOOKRAN Field Management Team Members: O&M Sups, Ian, PTLs, Jerline, Shaun
ADRIAN CHADEE Maintenance Team Members: Allan, Shaun, PTLs, Rudy 1) Design and implement maintenance philosophy
1) Prioritise routne workovers 2) Equipment selection: ensure availability and reliability
Loss of Primary Containment (LOPC) incidents closely with the HSSE Team and manage the production deferrals. This included completing a Process Safety Valve certification programme and implementing an inspection programme for API 570 reports on all transfer lines. This formed a much-needed baseline for process improvement, a campaign to replace aged and vandalised motors and transformers. The HPCL Security Team supported these initiatives by arresting the increasing trend of sabotage and theft. Another leg of the journey involved renewing the HSSE culture. Implementing safe operations is only as effective as the people who understand and diligently use them. In February 2021, this philosophy became the main driver for the launch of the new HSSE Culture Programme aimed at engaging employees and allowing contractors to become “Safety Empowered Ambassadors” (SEAs). The launch included daily safety moments, employee videos, lessons learnt from audit findings, and contractor KPIs. Employee engagement has been at an all-time high. The Jeopardy Safety Culture series gained the participation of 12 teams battling to be the ultimate Safety Champions.
8
ROBERTA O’CONNOR
RICHARD JEBODHSINGH
Contract Management Support
Optimising Production
Team Members: Adrian, Allan, Rudy, Ian, Richard, Jerline, Veera, Douglas 1) To ensure interim support with contracts 2) To structure long-term contracts for support
Team Members: Adrian, Allan, Rudy, Ian, Jerline, Veera, Douglas 1) Steam flooding project 2) Well management plan (idle/active off and inactive wells) 3) Major upside potential plan 4) Replacement well plan
Five key areas were identified as strategic production pillars and managed by empowered crossfunctional focus teams. These were Workovers, Field Management, Maintenance, Contract Management and Production Optimisation. Several key successes included the Workover Rig Optimisation programme, Drive Head Replacement, Stop Cork Optimisation, and a salvage and a comprehensive repair maintenance programme. In December 2020, a record-breaking Land BU Production was attained. Each of the 240 plus crew members would have contributed to these initiatives which were safely managed. Over this fiscal, the Los Bajos, Guayaguayare, Grand Ravine and Forest Reserve Production Teams have delivered recordbreaking production. Targeting the production “Motivational Barrels” became the central tag line for Land. Kirt Robinson, Production Team Lead for Forest Reserve/Fyzabad describes his experience over the last year as exceptional. “The Land BU Leadership team has stewarded a process of teambuilding and bilateral communication across the various teams
ISSUE 3 JUNE 2021
which nurtured a familial spirit, thereby facilitating teamwork in executing of our duties. My team and I are even more dedicated to delivering increased production for the Land BU.” This feeling was echoed by Anil Ramdial, Production Team Lead for Catshill. "Over the past year, Land Business Department has been transformed into a well-oiled unit. Our Leadership team created an
enabling environment that fosters teamwork, open and respectful interactions. Team members are goalfocused individuals who collaborate, innovate, and produce consistently superior results within the Land Business Unit". Genise Noel, Drilling and Workover Engineer reflects, “Looking over the last year, Heritage’s staff has made the company into a lean, dynamic organism capable
9
ISSUE 3 JUNE 2021
Land Business Unit Production (bopd) February 2020-April 2021
Production Actuals (bopd)
Production Planned (bopd) 11,074 Latest Highest Production Target, Dec 20
11,250 11,000 10,750
10,771 Original Highest Production Target, Feb 20
10,500 10,250 10,000 9,750 9,500 9,250 9,000
Kick-Off of Land Production Recovery Strategy Fe b - 2 0 M a r - 2 0 A p r - 2 0 M a y - 2 0 J u n - 2 0 J u l - 2 0 A u g - 2 0 S e p - 2 0 O c t - 2 0 N o v - 2 0 D e c - 2 0 J a n - 2 1 Fe b - 2 1 M a r - 2 1 A p r - 2 1
of weathering a number of hits and still managing to keep marching to the beat. It’s not always been easy, what with almost near-constant high demand and tight deadlines, but not only have we managed to deliver, we’ve gotten some new skills under our belts in the process.” “This past year has been both a pivotal team journey and a personal one,” states Jeanine Wickham, Planning Analyst. The Land BU Leadership helped
10
transform a group of departments into one integrated and cohesive, functional team. This enabled greater sight of each other and appreciation of the individual contribution to the overall goals. Having a greater level of interaction with my colleagues in Operations helped me better understand the business support required, and empowered me to step up and work through the challenges with them. We are ONE Team, on a journey together!”
ISSUE 3 JUNE 2021
Having achieved a milestone production performance for Fiscal 2021 thus far, we asked Kerry to share what is next on the roadmap for the Land Business Unit Team. "The past year has been a tough but exciting journey for the entire Land BU Team. Collectively, we took a step back to honestly assess the nature and challenges of the operations. We maturely acknowledged things that did not work well, identified areas of opportunities, and built a roadmap to take us to 11,000 bopd and beyond. There have been setbacks, but there has been growth and many success stories, and we celebrated each victory as a team. As we look towards the Fiscal Year 2022, we harness the past year's momentum and forge ahead to map new innovative opportunities in Drilling and Enhanced Oil Recovery.
I HAVE SEEN A TEAM GROW AND GEL TOGETHER, AND SOME COLLEAGUES REACH A HIGHER POTENTIAL. THESE ‘WINS’ HAVE ENABLED THE BUSINESS UNIT TO TAKE IT TO ANOTHER LEVEL. As the Chinese proverb says, "A journey of a thousand miles begins with a single step, and in the Land BU, we're not afraid of stepping forward."
11
ISSUE 3 JUNE 2021
Hertiage Response to the Covid-19 Pandemic Reporting & Case Management Protocols • Do you have a fever/chills, cough, sore throat, runny nose, diarrhea, vomiting, difficulty breathing, headaches, loss of smell/taste) at home or at work? • Are you on self isolation and self quarantine as a result of potential exposure, inclusive of contact with a close relative and associate who has been exposed to COVID-19? • Have you recently returned from travel abroad? • Have you been confirmed as not fit to work (whether or not related to COVID-19)?
01 02
IMMEDIATELY notify your upervisor. Your supervisor will in turn notify the IMT Safety Officer and your Business Unit’s HR Manager as outlined in the Reporting and Case Management Protocols.
Call the COVID-19 Case Reporting Hotline (493-3538). This will facilitate swift and appropriate guidance and action by the IMT to limit potential exposure to employees. It will ensure that appropriate medical attention is accessed. Rest assured all cases will be treated with care and confidentiality.
Scenario 1 Scenario 2
Are you displaying symptoms whilst at work? • Follow Steps 1 & 2 • Refrain from physical contact with other persons • Await guidance from your supervisor or HPCL’s task force
Scenario 3 Scenario 4
12
Are you displaying symptoms whilst at home? • You must NOT come to work • Follow Steps 1 & 2 • You would be contacted by the HPCL’s task force
Are you on self-isolation / self-quarantine? • Follow Steps 1 & 2 • Do not leave your quarantine bubble • You would be contacted by the HPCL’s task force
Do you have family members returning from abroad? • Immediately notify your supervisor • Await instruction from your supervisor or HPCL’s task force.
When entering Heritage: • You will be required to be screened • Answer honestly to ten C19 entry questions • You would be required to wear mask and adhere to HPCL’s C19 screening protocols.
ISSUE 3 JUNE 2021
DO YOU HAVE LINGERING CONCERNS ABOUT THE COVID-19 VACCINE AND WHETHER YOU SHOULD TAKE IT? THIS RESOURCE CORNER WILL COVER THE BASICS OF THE VACCINE.
How do vaccines work?
https://www.youtube.com/ watch?v=ugDLVPCehYs
COVID-19 Vaccine Resource Corner How are vaccines developed?
https://www.youtube.com/ watch?v=jmsMzAFK_KM
What to expect after getting a COVID-19 vaccine
https://www.youtube.com/ watch?v=EILCpte7GSw
VIDEOS COURTESY PAHO
13
ISSUE 3 JUNE 2021
14
ISSUE 3 JUNE 2021
15
ISSUE 3 JUNE 2021
OUR COVID-19
CSR RESPONSE continues
Corporate Social Responsibility (CSR) continues to be an important area of focus for Heritage Petroleum. Over the last year, the company’s CSR thrust was aimed primarily at providing relief to its communities that were impacted by COVID-19 in the areas of technology and education. Since our last issue, the company has focused on continuing its distribution of computers in support of online learning in the wake of COVID-19. To date, the company has donated 500 computers through its Corporate Social Responsibility (CSR) initiative. Among the many recipients was the Children’s Authority, which collected 20 computers in April 2021. The devices will be utilised by students under the Authority’s care to continue with their educational pursuits online. In April, the company also distributed additional computers to students belonging to secondary schools in its fenceline communities including: • Rancho Quemado Primary School • Mafeking Government Primary School • Barrakpore West Secondary School • Fyzabad Secondary School • Guayaguayare Secondary School • Mayaro Secondary School • Penal Secondary School • Vessigny Secondary School April was a busy month for Heritage with respect to CSR as it extended its focus beyond education and technology to include the environment, safety and music literacy. On 12 April 2021, the company signed a
16
sponsorship agreement with the Pointe-a-Pierre Wild Fowl Trust (WFT) to the tune of TT$1 million. This subvention covers a two-year period and will go towards offsetting expenses associated with managing the WFT. The Trust is dedicated to environmental education and conservation of wetlands and waterfowl and its mission aligns with Heritage’s Corporate Social Responsibility Policy and its larger Environmental, Social and Governance (ESG) strategy. The company signed a second agreement on 12 April 2021, this time with Coalition Against Domestic Violence (CADV) to donate TT$100,000 to support the Coalition as part of its ESG programme. The CADV provides services and programmes aimed at ensuring that children, women, and men live in an environment free from physical, emotional, sexual, and psychological violence. Finally, in April, Heritage supported music literacy through a donation to the Diatonic Steelpan Institute to aid registered students to write their online music literacy exams. Now, more than ever, the values of generosity, compassion and kindness are important in easing some of the suffering that many are experiencing at the hands of COVID-19. We at Heritage have been blessed with resources that allow us to assist those in our society in the areas of education and technology, safety and music literacy. These objectives are well aligned to the Heritage’s focus on Environmental Sustainability, Social Sustainability and Corporate Governance from which the company’s CSR is rooted.
ISSUE 3 JUNE 2021
(L-R) Communications Manager, Heritage, Arlene Gorin-George; CEO, Heritage, Arlene Chow; and PaP PaPWFT Directors Karily Shephard. Molly Gaskin and Karilyn
Coalition: (L-R) CEO, Heritage, Arlene Chow holding the ceremonial cheque with CADV’s Roberta Clarke and Reshma Saith
Children’s Authority: Director, Children’s Authority, Nichola Harvey-Mitchell and Corporate Communications Manager, Heritage, Arlene Gorin-George.
17
ISSUE 3 JUNE 2021
Changes in the Industry due to the Pandemic
AT THE START OF THE PANDEMIC, MANY COMPANIES WOULD HAVE QUICKLY ADJUSTED, GOING IN A “BATTLE” MODE CREATING CRISIS MANAGEMENT GROUPS, IMPLEMENTING PANDEMIC SAFETY PROTOCOLS, QUICKLY ADJUSTING OPERATIONS, AND FORMULATING NEW WORK FROM HOME ARRANGEMENTS. However, nothing could have prepared the industry for the challenges and harsh reality the impact of this pandemic would bring. Many of the strategies, coping mechanisms and technological developments seen during the past year will now shape the way business and operations are conducted for years to come. One of the major changes has been a genuine and renewed focus on employee well-being, in particular, mental health. Throughout the industry, companies have taken a deeper look at the stresses and anxieties employees are facing during this pandemic, recognising that these stresses are real and can greatly impact overall company performance. Support mechanisms for mental health are more readily available and are accessible remotely
18
including employee assistance programmes, open discussion forums, relax sessions, homeschooling support materials, and free access to applications. Companies rose to the challenge by accelerating the digital transformation process. Data is now revealing that the pandemic has fast-forwarded the migration of data and record systems to digital platforms well beyond five years. Remote or work from home arrangements has forced the industry to transform traditional methods of paper-based information and everyday activities into digital means that can be accessed, shared, and collaborated with team members safely from home. The movement of information and files to robust and secured Cloud technology is no longer optional or seen as a luxury item. The creation of virtual workspaces almost overnight has facilitated rapid change in work culture and opened opportunities for new project management techniques. Organisations and project team members at large have realised that they no longer need to take long flights and to meet face to face when the same level of collaboration can be done virtually. Heritage's Digital Transformation project is a demonstration of this as project team members have been effectively collaborating daily for the past year with the location of team members being scattered across the world. In addition, a range of professional
ISSUE 3 JUNE 2021
https://www.mckinsey.com/business-functions/organization/our-insights/whatexecutives-are-saying-about-the-future-of-hybrid-work#
development courses that was once inaccessible through traditional face-to-face classroom settings is now available online. The pandemic has also fast-tracked the fundamental approach to projects, which are now being managed remotely, slowly moving away from the more traditional waterfall approach to an iterative agile approach. In this way, projects are being developed, reviewed, and delivered in discrete stages where unknowns and uncertainties are willingly received. Soon project terms, common to agile, such as scrum master, user stories, personas, project velocity will be commonly heard. One would think in-person site visits cannot be compensated by digital technology. However, energy companies have recognised the risk of the potential spread of COVID-19 to operations having noncore personnel in their oil and gas producing sites. Virtual site visits and work assurances are now being conducted remotely relying on digital 3D images supported by software such as HOLOVIEW that allows a full 360 degree of a view site, at multidimensional angles. Points of interest or on-site faults can be highlighted and quickly shared, including the capability to measure distances along augmented objects.
3D imaging software has economic benefits to companies operating with multiple offshore platforms since the cost associated with helicopter flights and accommodation has been reduced while employees virtually visit sites safely at home. A bonus to this will be the reduction in carbon footprint included in many corporate GHG initiatives. International companies have taken remote work to another level by transcending regional and country boundaries. It has now been common for employees to be assigned to projects located outside of their resident country. Collocated office teams have been decentralised and virtually spread across the globe. International oil companies benefit from harnessing specific talents of employees since now able to select from team members a wider global pool. What can we expect post-pandemic as the energy sector and companies at large move into the next normal? A recent survey done by McKinsey and associates shows that most organisations will adopt a hybrid approach and states “nine out of ten organisations will be combining remote and on-site working”. Whether this happens is yet to be seen. Notwithstanding the challenges, the pandemic has revealed some positives. Many agree that it will be a tragedy not to continue holding on to the silver lining.
19
ISSUE 3 JUNE 2021
OUR
EMPLOYEES Dianne Dookie Alexander
IN HER OWN WORDS
WHO IS DIANNE AT HERITAGE? Diane is Heritage’s Manager Facilities and Property Management (FPM) and belongs to the Finance Business Unit. She is based in Santa Flora with her team with whom she has a good relationship. She and her team work across the different Business Units in all areas and so she usually does site checks with her team based on a set schedule. F&PM TEAM PRIDE Dianne notes that while team synergy may be clichéed, it is really the perspective that is the basic description of Team-FPM. She takes pride in her team and for her, it is refreshing to reflect on the strength and talent of her “work family” - Rajish, Stefan, Nisha, Ryan, Anderson, Alvurnna, Alicia and the department’s graduate trainee, Darvin. The disciplines in civil and electrical engineering, project management, designing, and business management are underpinned by the INSPIRE values. The energy and positive attitude continue to result in overall success – whether it is a major retrofit or executing a plan for an event. The atmosphere in Team-FPM encourages Dianne and her team to perform at their best – wherever and whenever. There is excitement, laughter, a readiness to support one another in all spheres. Dianne encourages the lighter side of Team-FPM, which many perhaps may not see – they celebrate each other, team successes and surprise gatherings. She says that while they may have differences of opinions, they are always quick to respectfully address them in what they term their “war room”; this allows for the team to benefit from lessons learned and different perspectives. Dianne says that the feedback from FPM’s satisfied customers is always refreshing and it bolsters the team’s energy and resilience amidst the very few negative remarks. She said they believe that it is all in a day’s work and take it all in stride. She said that their mission is driven by her small team’s capacity to deliver within cost and scope ensuring functionality by adhering to external and internal requirements to maintain stakeholder satisfaction. The Port of Spain office, Catsill, the Drilling building, Canteen and adjacent common space in the Offshore BU, the Canteen at Santa Flora, the 1st floor of the Administration Building A in Santa Flora, upgrade of lighting to LED, regularizing of AC units and the upgrade of your drinking water systems, are some of the major tasks done while taking on the huge tasks of the Augustus Long Hospital (ALH) project. Planning phases and major milestones are already completed for major strategic initiatives such as the Penal Club and the Santa Flora Pipeyard. Upgrades and retrofits were impacted last fiscal because the imperative was to maintain the guidelines to ensure the safety of all employees.
20
ISSUE 3 JUNE 2021
DIANNE OUTSIDE OF HERITAGE Dianne’s personal value system and beliefs are consistent regardless of where she is or what her role is. In her words, “I am Dianne, no matter what”. However, it is not all work and no play. Dianne’s home is her sanctuary and she takes the time to do the things that bring her joy and satisfaction. Outside of work, she is a wife to her best friend and a mother to a physiotherapist and two current university students. She developed a strong passion for cricket because her daughter played both club and under-19 cricket up to 2019 before she migrated for studies. Dianne lives simply so that she can focus her energies on the aspects that matter. She is not one to be led by trends but focuses on the freedom to choose. As a result, she thoroughly enjoys the simple pleasures of daily life – having morning coffee and seeing the sun rise in her little garden, playing scrabble and all fours with her family, preparing meals, mentoring the youths who visit her home, video chatting with her family who she cannot visit because of the pandemic, lying on the floor in her ‘she shack’ (her little Zen house) and most of all getting creative in the funkiest room in her home – her craft bar. DIANNE THE CREATIVE AND CRAFTOR Many at Heritage may know that Dianne is very creative. Creating unique craft pieces is really a source of pure joy for Dianne. She was encouraged by her family to pursue her passion after completing her MBA. The ‘Unique and Imperfect Craft Bar’ evolved in 2016 and along the way there are some really, funny stories but also stories of motivation and courage. She says that underlying the Craft Bar is understanding and appreciating our imperfections that clearly make us who we are as unique individuals with different outlooks, personalities and physical make up. She says that this understanding was driven not only from her Christian perspective but also by her core belief in herself, her confidence and her ability to conquer her fears to be who she wants to be and accomplish anything that she sets her mind to. For Dianne gift giving is synonymous with excitement. She makes it a personal experience down to the wrapping and creates pieces with words of affirmation and encouragement. According to her, they are “just simple reminders of our sense of purpose and about being loved and blessed”. Dianne is adamant that she is not an artist but a craftor. She says that she was “terrible at art” in school and still faces challenges with colour palettes. She jokingly adds that this is perhaps the reason why she stays away from makeup. That aside, Dianne describes her craft room as
“that awesome hub where the wood burners, mechanical and electrical tools, paints, pens, upcycled material are converted”. So, while she may be known as Manager of Facilities and Property Management, outside of Heritage Dianne has carved out a small and cozy niche for herself. She said it is where she freely creates and where her engineer husband became a joiner/craftsman overnight to help her create her pieces and turn her ideas into reality. WE ALL HAVE A GIFT Dianne believes that if we all would take the time to look within ourselves, we would discover that we each have our own unique and natural gift. However, she acknowledges that it can get lost in translation sometimes. She said that this is mainly due to the fact that we hardly ever make the time to complete our self-reflections to truly appreciate the uniqueness we possess. She takes this very seriously and always takes the opportunity to talk to her work team about truly looking at who they are in the mirror, engaging in positive self-talk and getting past the “physical imperfections we are trained by society to see”. She firmly believes that discovering your natural talents and gifts allows for self-discovery about the beauty of our imperfections and what makes us each unique and special to life. LIFE IN THE MIDST OF THE PANDEMIC Dianne credits her family and her creative projects for helping her through the pandemic. She was able to use her little space when her nights were sleepless or when she felt a little desperate or nervous, as a means of treating with those emotions. She said that life in the midst of the pandemic definitely helped to sharpen her intuition because she challenged herself to learn new things as a mechanism to keep her focus sharp and to manage and be in tune with her emotions. Additionally, Dianne acknowledges that although hers is a close-knit family, there were also a lot of positive “take-aways” as a family circle during the pandemic. She admits that the pandemic is still a daily worry that repeats itself; even though her children eventually returned from the UK and Jamaica, she does worry about her family’s safety as well as the safety of her extended family who they cannot visit here at home and abroad. Dianne is generally not one to share much about her personal life and space. However, she hopes that sharing the aspects that anchor her and provide mechanisms to cope may also provide a plateau of understanding that through the simple things in life, we each can find solace, some joy and avenues to express ourselves during these unpredictable times.
21
ISSUE 3 JUNE 2021
Managing Stress, Anxiety During the Pandemic IT IS UNDENIABLE THAT THE COVID-19 PANDEMIC HAS HAD A PROFOUND IMPACT ON THE MENTAL HEALTH OF PEOPLE OF ALL AGES. Now, more than ever, it is critical to reduce the stigma around mental health struggles because that stigma often prevents individuals from seeking help. Coping skills are crucial for effective mental health management — the ability to mentally deal with a crisis such as the COVID-19 pandemic can improve quality of life greatly. Building resilience to protect your mental health can make all the difference. Depending on the individual, understanding and coping with challenging situations can differ significantly. In the following sections, we’ll take a look at general stress management recommendations that you can adopt at this time as well as suggestions to help the children in your lives deal with stress. Finally, we take a look at how your diet can support good mental health.
22
6 recommendations for dealing with stress during the COVID-19 pandemic
How to help children cope with stress during the COVID-19 pandemic?
https://www.youtube.com/watch?v=h4tsN7InkPM
https://www.youtube.com/watch?v=M3WO5lrnIsU
ISSUE 3 JUNE 2021
23
ISSUE 3 JUNE 2021
Best and Worst Foods for Your Mental Health and Wellness COVID-19 HAS BROUGHT ISSUES SURROUNDING MENTAL HEALTH AND WELL-BEING TO THE FOREFRONT OF PUBLIC DISCOURSE. Regardless of where you may currently find yourself on the mental health and wellness spectrum, diet plays an important role in mental well-being. A healthy and well-balanced diet can do wonders in improving mental health along with key activities such as proper sleep and exercise. Let’s take a look at some of the best foods for better mental health and wellness – plus a few not-so-healthy choices to scrap from your diet. Colourful fruits and vegetables Many fruits and vegetables contain what’s known as ‘complex carbohydrates’, which are great for brain health. By releasing energy into our bodies slowly, complex carbohydrates found in fruit and vegetables can improve our mood over time.
24
Many coloured fruits and vegetables also contain antioxidants and vitamins which help us deal with stress. So if you’re feeling a bit overwhelmed or are going through a rough time, upping your fruit and vegetable intake could help you feel better. Think leafy greens like kale and spinach, carrots, sweet potatoes, pineapples, pawpaw and bananas. Fruit and vegetables are great for healthy snacks, or in salads, soups, stews and sandwiches. Wholegrains Wholegrains are high in fibre and really good for you! These include things like corn, brown rice, quinoa, oats, rye and barley. Wholegrains contain a type of amino acid that makes your body produce ‘serotonin’ – also known as the “happy chemical”! Serotonin helps calm the mind, improve your mood, and keep your sleep cycle on track – all of which help maintain a good headspace. If you’re feeling down or low on energy, eating some brown rice, corn, or quinoa can help release more of the happy chemical into your body. You could even start your day off with a healthy bowl of oats for a wholegrain booster.
ISSUE 3 JUNE 2021
Fermented foods Fermented foods like unsweetened yoghurts, pickled foods and drinks like kombucha and sauerkraut are thought to affect the same parts of your brain as some anti-depressants do. Eating more of them can help with feelings related to anxiety and depression. The good bacteria in fermented foods directly influences our mood and emotions. Heaps of research links gut health to mental health, and the probiotics and prebiotics in fermented foods actively affect the environment of our tummies. Just be sure to avoid fermented foods with lots of added sugar. Fish Oily fish like salmon and prawns contain a special fatty acid known as DHA which is an awesome ‘brain food’! It helps with memory, and can boost your mood and reduce anxiety. Fish also contains omega 3 acids which are great for brain function, and help circulate serotonin and dopamine – feelgood chemicals – around your body. By fitting more fish into your diet, you will be helping to improve feelings of depression while boosting your memory ability. Tinned fish can be cheaper and easier to buy, and can still have the same great effect on your mental health. Water One final important nutrient for your brain is water. It makes up the majority of your brain mass. Even mild dehydration can lead to mental health symptoms, such as irritability and loss of concentration.
25
ISSUE 3 JUNE 2021
Foods to Avoid IF INCREASING YOUR INTAKE OF THE ABOVE HELPS TO BOOST OUR MENTAL HEALTH, THERE ARE CERTAIN TYPES OF FOODS THAT BASICALLY DO THE OPPOSITE. You may choose to avoid having too much of these if you’re going through a challenging time. These include: Sugar This is highly addictive and does the opposite to what complex carbohydrates do for us. Not only can it inflict long-lasting damage to your body if you overindulge regularly, but a so-called "sugar rush" can send your brain on an emotional journey and seriously affect your well-being. In a nutshell, sugar will only serve to inflame your depression and anxiety, so avoid it at all costs. Cutting back on sugary foods and drinks can be a great step towards feeling better Alcohol Drinking lots of alcohol can have a negative effect on mental health. Alcohol can interrupt sleep patterns, and affect your ability to focus. Cutting back may help you feel better in the long run. Refined white starches Refined white starches (eg. white rice, crackers and white bread) can wreak havoc on your emotional
26
state. They can spike blood sugar levels and affect your mood in a big way, even if you previously didn't have a history of mental health issues. Studies have shown that it's best to avoid them for the betterment of your emotional state. Saturated fats These are the oily, fried and fatty foods you expect from takeaway and fast foods as well as from processed meats and meals. These bad fats can decrease brain function and make it harder to focus and remember things. Caffeine Although a low dose of caffeine can result in an improvement of overall mood (e.g. green tea), high intakes throughout the day can result in frayed nerves, heightened feelings of anger and anxiety and a serious case of the jitters. The good news: no one is telling you to quit coffee – but limiting yourself to one cup a day will work wonders on your emotional state.
IF YOU’RE FEELING A BIT OFF, TAKE A CLOSER LOOK AT WHAT KIND OF FOODS YOU’RE EATING. BY MAKING A FEW POSITIVE CHANGES, YOU CAN IMPROVE HOW YOU FEEL MENTALLY, EMOTIONALLY AND PHYSICALLY.
ISSUE 3 JUNE 2021
Course: Soup
Sancoche Soup Recipe
Cuisine: Caribbean
Prep Time: 15 mins
Cook Time: 45 mins
Total Time: 1 hr
Servings: 9
Author: Felix (Simply Trini Cooking) INGREDIENTS 1/2 lb. split peas (1 cup), soaked overnight 1/2 lb. salt beef chopped into 2-inch pieces and boiled for half an hour 1/2 lb. pigtail chopped into 2-inch pieces and boiled for half an hour 1/2 lb. pumpkin, peeled and chopped 1 lb. eddoes, peeled and chopped 1 lb. dasheen, peeled and chopped 1 lb. yam, peeled and chopped 1 hand green fig/green bananas, peeled and chopped 4 ochroes, chopped 1 carrot, chopped 3 celery stalks, chopped 8 dasheen bush (taro) leaves/ rolled bush, chopped 2 pimento peppers, chopped 5 leaves chadon beni, chopped 5 cloves garlic, crushed and chopped 1 onion, chopped 2 tbsp. roucou salt to taste 1/2 hot pepper 1 cup coconut milk Note: Other kinds of provision can be used such as cassava, cush cush, tannia, and plantain
INSTRUCTIONS 1) Cut up the ingredients and set aside. 2) Add the boiled salt beef and pigtail to the split peas and pressure cook for 30 minutes. Add enough water to cover the salt beef and pigtail. Remove the salt beef and pigtail and set aside. Swizzle the split peas with a dhal gutney. 3) In a large pot saute the onion, garlic and pimento pepper. Add the roucou, salt beef and pigtail. Allow to cook for 2 minutes while stirring frequently. Add the dasheen bush, and cook for another 2 minutes or until the leaves wilt. 4) Add carrot, ochroes, pumpkin and provision (green figs, eddoes, yam and dasheen). Add the split peas and coconut milk. Allow to simmer. 5) Stir the sancoche occasionally so that the provision would not stick to the bottom of the pot. Be sure to add enough water from time to time while the provision is cooking. 6) Add the chadon beni, celery and hot pepper. Test the provision to see if it is cooked. Remove the hot pepper and adjust salt if desired. Serve hot.
Share your favourite recipes with us at Heritage Cooks! Send recipes along with photos of your creations to publication@heritage-tt.com.
27
ISSUE 3 JUNE 2021
28
STAY TUNED FOR MORE INFORMATION STAY TUNED OVER THEOR MORE INFO OVER COMING WEEKS THE CONING WEEKS
FAMILY
ISSUE 3 JUNE 2021
FUN Have a Family Fun Game Night!
with myfreebingocards.com Simply go to https://myfreebingocards.com, to access a free custom printable and virtual bingo card generator! Create your own personalized bingo cards with our amazing bingo card generator. Print your bingo cards at home or send out individual cards to play virtual bingo. Enter your own words or numbers to create custom bingo cards. Chose from: Young Kids Bingo Games Educational Bingo Games Printable 1-90 Number Bingo Games and More!
29
