Heritage Newsletter No. 4 by iuGO Digital

ISSUE 4

SEPTEMBER 2021

ISSUE 4 SEPTEMBER 2021

CEO’s Message: Let’s Focus with Renewed Hope

Note from the Editor

Heritage Seeks Partner For North-West District Onshore Development

Offshore Business Unit: Our Team Gets the Job Done

On the Journey Towards Herd Immunity

Employee Engagement at Heritage in the Age of COVID-19

Heritage Has Talent

The LBU Revitalises Its HSSE Culture

Heritage Cooks

Our COVID-19 CSR Response Continues

Celebrating Our Employees: Reyah Richardson, Our Very Own Olympian 20 Kamlesh Ramcharitar Shines at the SPE! 22 Jargon Buster

Heritage Employees Receive ISO 14001 Certiﬁcation

Stress Management

Did you Know? 12 Interesting Facts About Oil

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Note from the CEO, Arlene Chow

Let’s Focus with Renewed Hope As we say goodbye to one fiscal year and say hello to a another one, I think it is important for us to really take stock of the last year with an attitude of gratitude. On a personal note, the last year underscored how fortunate I am to work with the amazing Heritage Family. Despite the various challenges that are inherent in the industry and life in the midst of the pandemic, you guys continue to give your best. What’s more, our team’s adaptability and commitment has allowed Heritage to continue to meet its financial obligations and commitments. Beyond our operations, the Heritage family remained committed to our CSR thrust and to the spirit of volunteerism. In July, employees donated over $100,000 to contribute to the purchasing of food hampers for those in our communities who have been most impacted by the pandemic and the distribution took place that month. To date you have donated over $250,000 of your own money towards those families. Thank you for your hard work and dedication. Let’s charge forward in the new fiscal year with renewed hope and excitement. That will go a long way in creating the future for Heritage that we desire.

ARLENE CHOW, CEO

“

THANK YOU FOR YOUR HARD WORK AND DEDICATION. AND ENJOY THIS ISSUE OF THE HERITAGE DRILLDOWN. 1

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WELCOME TO THE 4th 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.

Note from the Editor Welcome to the 4th issue of the Heritage DrillDown! Thank you for your support over the last year! I along with the editorial team remain dedicated to ensuring that your experience with the newsletter is an enjoyable and insightful one. It is our intention to showcase employees at their best. With this in mind, we take a look at some of the employee engagement activities that have taken place over the period. Additionally, we shine a light on two of our employees who have excelled in their extracurricular endeavours on the regional and global stage. In our Heritage Cooks feature we showcase the winning recipe from the Land Business Unit’s Healthy Bubble competition. We are constantly striving to better serve your needs. As always, drop us a line (Publication@heritage-tt.com) with any suggestions on topics that you would like to see us cover as well as general feedback on the issue. We are all ears! Arlene Gorin-George Editor-in-Chief

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Heritage Seeks Partner For NorthWest District Onshore Development

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t is well known that Heritage Petroleum has the distinction of owning and managing the largest hydrocarbon asset base in Trinidad and Tobago, as well as being the country’s largest oil producer, accounting for nearly 60% of T&T’s oil production. On this basis, it is fair to say that the future of the oil industry in Trinidad and Tobago hinges on how successful Heritage is at realising the full production potential of its rich subsurface resource base. Partnering for Production Given this enormous task of realising the full potential of this massive asset, one may wonder how exactly will Heritage achieve this? The answer to this question is embedded in the Company’s Strategic Plan, which has as one of its main themes “Partnering for Production”. This theme speaks to the need for Heritage to seek strategic commercial partners who can provide both the capital and technical expertise to realise the world class potential of our rich asset base and deliver significant returns nationally. “Partnering for Production” was an early strategic goal of Heritage which was, and still is, driven by strategic

imperatives around limited capex, restrictions on the risk level of exploration programs, the demand for free cash, the need for new technology, and a strategy to build technical competency in the organisation. Why Partner? Partnering is a well-established way of managing risk in upstream oil and gas ventures. It is very common for an oil and gas project to be structured as a joint venture (JV), particularly so in relation to upstream projects. This is due to a variety of reasons, such as: 1.

To better manage ongoing capital expenditures and distribute risk between different parties, which allows them to participate in high-value, larger scale projects (which they would not be able to access alone)

2. To better be able to access capital funding 3. To pool resources, skills and technology 4. To diversify and strengthen a company’s portfolio in increasingly volatile markets

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5. To enter new markets and/or overcome regional regulatory requirements (e.g. requiring to partner up with local companies prior to being able to establish operations there) and be able to access local knowledge in cross-border projects In the case of Heritage, as a representative of the State, it also gives our shareholder (GORTT) further value capture in these upstream projects beyond just what is captured via the tax regime. Partner for North-West District Deep Horizon The North-West District (NWD) is located to the southwest of Trinidad within the western segment of the Southern Basin geologic province. The NWD, which accounts for a significant portion of Heritage’s onshore acreage, is made up in large part of the combined acreages from three onshore Blocks, Block A (Cruse Horizon), Block C (Herrera Horizon) and Block D (Guapo-Oropouche-Brighton Horizon). These Blocks fall within, but do not entirely comprise the area referred to as NWD. The NWD has been the site of petroleum exploration and production drilling activity since the early 1900’s with approximately 8700 wells drilled in the area referenced. Early exploration successes in areas such as Guapo, Point Fortin and La Brea drew attention to Trinidad’s oil potential and these were followed by discoveries of the giant Forest Reserve, Palo Seco, Fyzabad and Point Fortin fields by 1920. This was followed by a period of rapid development and outstep drilling to the 1950s. At least 1.5 billion barrels of oil have been produced from this area, however this has been primarily from what is considered the shallow parts of the reservoir. This means that the deeper parts of the reservoir (deep horizon) remain largely under-explored and therefore the full potential of this rich subsurface asset remains unrealised. To realise the full production potential in the asset’s deep horizon requires significant expertise in seismic reprocessing and interpretation, geological resource

valuation and risking, petroleum systems analyses, and deep drilling. Given the large geographic spread of the area, and the long history of production, it will also require integrating a vast amount of well data, and managing multiple stakeholders in order to derive value from the NWD. In this regard, Heritage has embarked on an exercise to identify suitable partners who can be considered for establishing a Joint Venture (JV) partnership, to identify and explore opportunities in the NWD Area described. Towards this end, an invitation was sent in July 2020 to both local and international E&P companies to submit Expressions of Interest (EOI) to partner with Heritage on this onshore development project. EOIs from a number of E&P companies, both local and international, were received. Each Company that submitted an EOI sought to demonstrate to Heritage that they had the necessary experience, technical expertise, manpower, equipment and financial resources to fulfil the Scope of Work, and that it thoroughly understood the nature of the Project. Based on these criteria, each EOI was evaluated and the top ranked Companies progressed to the Request for Proposal (RFP) stage where those selected would seek to generate proposals for exploration partnership with Heritage. This RFP Stage was successfully launched on June 2021, and the Companies shortlisted from the EOI are currently reviewing a large body of data including but not limited to seismic, and well data, with a view to submitting full technical and commercial proposals for consideration by Heritage. Once successful, this will result in Heritage progressing one of its most exciting onshore development prospects and as such, taking a major step towards its goal of realising the full potential of its subsurface asset base, and by extension, solidifying the Company’s position as the key driver in the country’s crude oil industry.

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OFFSHORE BUSINESS UNIT

Our Team Gets the Job Done On 8th June 2021, Offshore Business Unit (OBU), successfully completed their third workover campaign! This project was developed as a collaborative effort between the Subsurface and Operations Technology Drilling and Workovers (D&W) departments, to ensure deliverability by screening wells, strategically selecting and scoping preferred candidates. After the planning phase, which included the tendering of 12 critical service contracts supported by the Supply Chain Management (SCM) team, D&W mobilised resources and commenced operations on the 3rd February 2021 with the support of the HSSE and Operations Management (OM) group. The project started as a 13 well campaign which grew to a 25 well package, to execute any new oil winning interventions, that were presented while resources were mobilised. The job types ranged from routine well interventions such as pump changes to more complexed re-completions, sand controls and abandonment. The work set not only warranted the use of a jack-up rig, but also demanded the mobilisation of a frac/ gravel pack vessel capable of pumping rates in excess of 8 barrels per minute, at pressures

Rig 50's mast during inspection prior to operations

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up to 5000 psi and a brine barge of 10,000 barrels capacity. Safe and efficient movements of these marine resources were coordinated by the D&W team and greatly assisted by the OM, Marine Logistics section. This was the third consecutive year a workover campaign was delivered with no lost time incidents, largely owed to careful planning and effective teamwork. The third campaign was also the first project to implement Rapid COVID-19 antigen testing along with strict pandemic protocols and personnel surveillance, to ensure safe completion and well-being of employees. This effort was supported by the HSSE team who greatly assisted with movement of personnel and coordination with our thirdparty service providers. Post completion assessment shows delivery below budget and above expected oil gains, which rendered the project a profitable and worthy investment. The OBU’s approach, by engaging stakeholders, aligning of objectives, effective teamwork, and safe execution, yielded much needed oil production and we intend to continue with this strategy as we move forward.

Newly installed Progressive Cavity Pump

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On The Journey Towards Herd Immunity T

he COVID-19 pandemic presents an extraordinary challenge to global health. With COVID-19, the world is witnessing a public health emergency, the likes of which we have not seen for over 100 years. In the face of this pandemic, Heritage’s priority is to ensure the health and safety of our direct and contractor employees, their immediate families, and other stakeholders. Several plans and protocols have been implemented to minimise the impact to our people, assets, systems, and processes and allow for business continuity.

Heritage’s COVID-19 risks are being managed under our Incident and Emergency Response framework and COVID-19 controls are being executed in accordance with our COVID-19 Case Management and Reporting Protocols and our Business Continuity and Pandemic Plan. A Work from Home Strategy for non-critical staff has been in effect and adjusted as necessary in response to the national COVID-19 scenario and Ministry of Health (MoH) guidelines. Routine tactical measures are in place including point of entry temperature screening, sanitisation of workspaces, and face mask, social distancing, and vehicle occupancy protocols. The effectiveness of all these measures is bolstered through company-wide communication and awareness campaigns and are tested through COVID-19 Self Verification exercises. In June 2021, an outbreak of COVID-19 at the Offshore Business Unit (OBU led Heritage to adjust the OBU

work rotation strategy from long-stay to primarily daytripping (on a 4-day cycle), and to institute mandatory PCR and Rapid Antigen COVID-19 testing for all persons required to travel offshore. However, it is apparent that even with robust controls and verification in place, the risk of COVID-19 infection at operating sites remains. As the country and industry continues to manage the risks of COVID-19, the introduction of COVID-19 vaccinations is being implemented to provide an additional barrier in the protection of our people and to bolster the fight to curb the spread of the virus. Vaccines are one of the three (3) strategies that governments, inter-governmental institutions, non-governmental organisations, and private entities are pursuing to control the COVID-19 pandemic. The three (3) public health strategies include: 1) Effective preventative public health policies including physical distancing, hand hygiene, use of face covering, diagnosis of cases, contact tracing, isolation and vaccines; 2) Accurate, early and scalable testing for COVID-19; and 3) Effective treatments/therapies for COVID-19.

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None of these three strategies can by themselves stop the pandemic. Whilst COVID-19 may go on to become an endemic disease, by using all three strategies in tandem, a situation should emerge where COVID-19, although not eradicated entirely, is managed to a point that it no longer causes the current health impacts and societal disruptions. As the country continues to grapple with the rapidly evolving and unprecedented public health emergency, the Energy Sector in partnership with the Government

of the Republic of Trinidad & Tobago (GORTT) has been pushing vaccination drives to protect people during the COVID-19 pandemic. The GORTT has allocated vaccine doses of Covax to the Energy Sector for our workforce and other stakeholders. Heritage has vaccinated both employees and contractors utilising the vials of Astra Zeneca and Sinopharm received under this arrangement. Concurrent to this is the ongoing work and assessments being done in relation to any upcoming Return to Office Strategies, which would help improve our COVID-19 risk controls. The urgency to get vaccinated cannot be underestimated. As more of us become vaccinated, what this means is that we journey towards a point where the risk of infection has been reduced to where susceptible individuals are much less likely to come in contact with infected individuals. When a high percentage of people are vaccinated it becomes difficult for the virus to spread. It’s important that we work together to successfully combat the virus and achieve a sustainable recovery for our nation. Let’s all do our part to protect ourselves and those we care about!

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Employee Engagement at Heritage in the Age of COVID-19 THE TREMENDOUS IMPACT OF THE COVID-19 PANDEMIC CANNOT BE OVERSTATED. An unfortunate side-effect of necessary and lifesaving social distancing protocols associated with the pandemic has been a major dissolution of the typical office environment and the associated sense of camaraderie and engagement that comes with working among our colleagues. These changes have led to a certain measure of fatigue and stress globally and locally, since the activities and endeavours that would usually serve

to balance out stressful challenges have been largely unavailable to us as a result of the pandemic. Heritage has recognised this impact. Rather than indefinitely place employee engagement initiatives on hold, the company has reworked its plans to find ways to continue to engage with employees safely during the pandemic. Over the last few months, the inclusion of additional virtual activities such as the Heritage Fitness Challenge and Heritage Has Talent over the last few months was one way of doing this. These events were an avenue for stress-relief, light-hearted virtual congregation, entertainment and camaraderie. Expect more of these events over the coming fiscal!

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Heritage Has Talent Did you miss the competition? No need to worry, simply click below to experience the fun!

STAY TU NED FO R MO INFORMA RE TION STA OV YER TUNTH EDEOR MORE COMIN INFO OV THE COG WE EK ER S NING WEEKS

Watch 'Heritage Has Talent Prelims' | Microsoft Stream or https://web.microsoftstream.com/video/492d2e56-5e23-48e6-83ab-a60fd906ef17?list=studio August 2021 was designated as Talent month at Heritage! During the month, Heritage hosted its first ever Heritage Has Talent (HHT) competition for employees. The objective of the initiative was to provide a safe and fun space to showcase and celebrate talent among employees and their dependents. As a result of the pandemic, the competition was strictly virtual and took place via Microsoft Teams. Participants were allowed to submit a pre-recorded performance no longer than three minutes, that showcased their respective talent either as an Individual or as a Group. The competition began on Thursday 12th August, 2021 with a total of 10 pre-recorded performances being showcased:

Margaret Alexis HR Wondering Women Yashoda David Chris & Aaliya

(Group)

Tariq Bharatdeo Oh-Limp-ians

Mr. Suave

(Individual)

Johannah

(Group)

Versantie Oil dogs

(Individual)

(Individual) (Group) (Individual) (Group)

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Did you miss the competition? No need to worry, simply click below to experience the fun!

https://web.microsoftstream.com/video/b703a6ae-e6f1-4cad-b8a6-eae81ef6335a Following the preliminary round, the Oil Dogs emerged as the People’s Choice and the top 3 Groups and 3 Individual acts advanced to the Final, which took place on Thursday 27th August 2021, which featured new and updated pre-recorded performances. The competition was tight but in the end, Margaret Alexis emerged the winner of the Individual category while Oil Dogs emerged the winners of the Group category. The Final placements were as follows INDIVIDUAL CATEGORY 1. Margaret Alexis 2. Mr. Suave 3. Johannah

Special Thanks to the HHT Planning Committee for putting together a truly fun and enjoyable initiative! 1. Ayanna Basedan (HSSE) 2. Rusklin Carillo (Land) 3. Abigail Clarke (Midstream/Grad Trainee) 4. Ahiliah Gajadhar (Midstream/Grad Trainee) 5. Arlene Gorin-George (Corporate Communications) 6. Nkese Harriott (Corporate Communications) 7. Renisha Hercules (Midstream/Grad Trainee) 8. Psyche Hinds-Lessey (Offshore) 9. Jeremy Lalchand (Land) 10. Desiree Lord (SCM) 11. Dwayne Lynch (Finance/IT) 12. Mark Lynch (HSSE) 13. Carline Matadeen-Hajaree (Finance/IT Grad Trainee)

GROUP CATEGORY 1. Oil Dogs 2. HRWondering Women 3. Oh-limp-ians

Special thanks to all the contestants for their courageous and fun-loving attitude during the competition. Last but not least, we express appreciation to all employees who encouraged and supported their colleagues who competed, and the initiative. See you next year!

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The LBU Revitalises Its HSSE Culture People are at the heart of our business at Heritage. Consequently, the health and safety of our employees, business partners and the communities in which we operate is extremely important. Creating and maintaining an HSSE culture in the long term requires commitment and this is what the Land Business Unit (LBU) has been focused on over the last few months with its HSSE Culture and Awareness Initiative. The LBU created a small task force charged with the responsibility of road mapping and developing fun tactics to improve the BU’s HSSE awareness and culture. Building a commitment to safety has been shown to significantly reduce injuries in the workplace. As such, the aim was to refocus its employees on embodying HSSE and making informed decisions about their health, safety and well-being in their daily lives and work, as well as on improving the Business Unit’s overall HSSE performance. According to LBU Leader Kerry Rampersad, “At the LBU we consider safety to be not only a vital issue

but something that guarantees the long-term growth of our operations. Earlier this year we noticed a slight uptick in HSSE-related issues, which needed to be urgently addressed. We grouped together to determine how we can improve HSSE awareness of our rules, procedures and policies and trickle this down to action on a daily basis. Additionally, as the COVID-19 pandemic led to lockdowns and limited physical interactions, we wanted to inspire and empower our employees to embrace safe and healthy habits as well as safeguard a healthier future for themselves, their families, our processes and business. In summary, we want our colleagues to return home safely each day.”

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Mr. Rampersad commended the LBU’s employees for their active participation in and commitment to revitalising the LBU’s HSSE Culture: “Our HSSE Culture Initiative was completely employee-driven as the established task force was comprised primarily of LBU employees. The team understood that in order to operate safely, everyone must fully embrace HSSE and make the related behaviours a natural part of their daily work. With this in mind, our focus with these activities was ensuring our employees’ personal involvement, learning and development. They conceptualised and rolled-out several fun and motivating virtual activities that have been well-received and impactful. These included employee created safety videos that now serve as safety moments, regular quizzes, a Jeopardy Safety Competition and a cooking competition entitled “A Healthy Bubble”, which all took place via Microsoft Teams during the lunchtime period. The Team not only empowered and engaged colleagues but improved our overall awareness and knowledge of codes, standards, best practices, procedures and policies. More importantly though the team was then able to create that energy and momentum that took this to the workplace and evolve into HSSE Ambassadors that now look out for each other. The platform was created for team synergies where it was easy to discuss HSSE. The net effect was improvement in HSSE Metrics and returning

home safely. The team did an incredible job as our initial objectives were surpassed!” Based on the positive feedback and impact of the Initiative, the LBU intends to continue with the HSSE Culture Initiative well into the next fiscal year.

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https://web.microsoftstream.com/video/9de38a2e-8150-4d008cc9-d47b7c02718d?list=studio

In this issue of the DrillDown we share the winning recipes from the Land Business Unit’s (LBU) OT Iron Chefs who emerged winners of the LBU’s Healthy Bubble virtual cooking competition. The team comprised Narindra Bhagwandass (Captain), Arte Cupid and Marc Young Low. Have a look at their winning submission and try your hand at any one or all of the dishes! Enjoy!

Share your favourite recipes with us at Heritage Cooks! Send recipes along with photos of your creations to publication@heritage-tt.com.

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Our

COVID-19

Response Continues

As the COVID-19 pandemic continues to impact societies and communities, Heritage continues to maintain its commitment to Corporate Social Responsibility (CSR).

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HERE WE GROW The company’s initial methods and areas of focus have changed as the realities of the pandemic set in. Understanding and working with the limitations imposed by the realities of the pandemic have enabled us to think and respond creatively about how to assist our communities during this time. Heritage has donated almost TT$1.5 M for food hampers and seedlings over the period of the pandemic, demonstrating its commitment to partnering with our communities towards social sustainability. Integral to the CSR strategy, is the development of a spirit of volunteerism among the staff at the company. Heritage employees freely contributed out of their own pockets, close to $250,000 to purchase additional food hampers for vulnerable families in the communities where they work. Additionally, the company focused on food security, decarbonisation and carbon footprint reduction by doing its part to facilitate home gardening among residents in its fenceline communities through, its ‘HERE WE GROW’ Initiative. Now into its second year, the ‘HERE WE GROW’ Initiative focuses on partnering with community stakeholders to provide seedlings to households with the aim of encouraging them to grow what they eat and eat what they grow. Through this initiative, Heritage has successfully worked with elected representatives as well as Community Based Organisations (CBOs) and Non-Profit Organisations (NPOs) to distribute over 20,000 seedlings during the COVID-19 pandemic.

Heritage has partnered with elected representatives as well as Community Groups/Councils and Non-Government Organisations (NGOs) in support of these initiatives.

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Celebrating Our Employees –

Reyah Richardson, our very own

Olympian! REYAH RICHARDSON IS A LABORATORY SUPERVISOR CURRENTLY ATTACHED TO THE LAND BUSINESS UNIT AND IS BASED AT THE INDUSTRIAL COMPOUND IN SANTA FLORA. She oversees a number of activities including the testing of crude oil and deposits from the production wells; sampling from the company’s tank farms; quality assurance of third party and lease operators; technical assistance for field optimisation as well as environmental monitoring of the different water courses within the company's boundaries. Outside of work Reyah is an avid sport enthusiast. This passion for sport began at a very young age. During her school days she played cricket, badminton, table tennis, football, lawn tennis and hockey. While her enthusiasm for each has never wavered, it has been hockey that has become an integral part of her life. She began her journey with hockey in secondary school and soon discovered that she was a natural at it. She eventually played for the national school girls’ team as well as the national women’s team. Upon retirement she became a sports administrator and sits on different committees and executive boards within sport including the National Association executive. Since 2007 she has been a technical official in the sport; this has allowed her to remain connected to the sport although in a different capacity. Through the years she has served locally, regionally and internationally, and currently serves on the World Cup as well as Olympic panels. It is this vast experience that paved the way

for Reyah to officiate at the Tokyo 2020 Olympics. For Reyah, serving at the Olympics has been one of the highlights of her sporting career. She noted that the display of talent, passion and emotion at the Games was spectacular: “The days were long but it warmed my heart because it was the ideal meeting of the best of the best. The high level of hockey was mind-blowing; I have worked at many global events and have seen athletes compete for the top prize before, but the level of emotion and determination displayed were significantly heightened. All eyes are on these athletes who shoulder the hopes and expectations of so many. Nothing compares to what you get at the Olympics!” Asked if the COVID-19 pandemic was a concern leading up to and during the Olympics, Reyah indicated that the level of preparation by the Tokyo Olympic Games Organising Committee, together with the local Olympic committee and the fact that she was vaccinated reassured her. “The Organising Committee provided us with a playbook, which was a comprehensive compilation of guidelines and protocols for what was required with regards to COVID-19 and our participation at the Olympics. Then there was the added assurance of the additional testing that was conducted. Basically I was tested every day.” Asked specifically about the vaccine, Reyah indicated “I knew personally that I was always going to get vaccinated once it was offered. It gives you a better chance of fighting the disease, so being vaccinated, I felt comfortable being away from home and having that extra layer of protection outside of the other physical means like social distancing, washing hands etc.”

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The 2020 Tokyo Olympics may not have been a typical Olympic experience but it was certainly an experience that Reyah will not soon forget. In fact the experience was such a positive one for her that she plans to visit Japan again to fully see and experience the country in its entirety. She noted “It was just an amazing experience. The Japanese were so warm, welcoming and friendly and Tokyo is just the tip of the iceberg of Japan. I had originally planned to spend at least

one week after the Olympics to tour the various sites around the country and to see and meet the people. However, with this pandemic, travel was limited and I for myself really didn't want to engage in unnecessary travel. However, I would love to go back, and plan to once things settle down a bit.” When you do, take us with you Reyah!

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Celebrating Our Employees –

Kamlesh Ramcharitar Shines at the

SPE!

KAMLESH RAMCHARITAR IS A RESERVOIR ENGINEER UNDER THE SUBSURFACE BUSINESS UNIT ATTACHED TO LAND OPERATIONS IN SANTA FLORA. His role at Heritage is focused on proposing infill drilling candidates for the Land Forward Drilling Programme (FDP) in the Forest Reserve field. He is also responsible for monitoring one of the active steamfloods which has just started up for the first time in Heritage. For Kamlesh, one of the best parts of his role is the creative application of technologies that make the problems worth solving. His work team is another reason for his passion at work, “My technical discipline team (Petroleum and Reservoir Engineers) contains some truly innovative and resourceful people that make the best out of any given situation. Beyond those teams, there’s wider collaboration with the executing groups like Drilling, O&M, Land Management, HSSE and Civil.” So who is Kamlesh outside of work? Well, he is someone who is actively involved in a mix of outdoor

and indoor activities such as hiking, tennis, reading both non-fiction and fiction and anything technologyrelated. He also treasures the experiences gained from travelling and mingling with people of different backgrounds and cultures. A little-known tidbit within Heritage is the fact that out of all his extra-curricular activities, Kamlesh enjoys the spirit of giving back and mentoring the most. The phrase "Be the mentor you wish you had” rings very true for him. He believes that it is not good enough to complain about the challenges that you've had to overcome without helping other persons conquer

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those problems and creating a learning experience also. It is this belief that prompted Kamlesh’s membership in the Society of Petroleum Engineers (SPE). The SPE was established in the early 1900s and is an independent, nonprofit global society with more than 140,600 members in 144 countries, including Trinidad & Tobago. Kamlesh has been an active member of the Association since 2009 and successfully chaired the Technical Programme for the first Virtual SPE Trinidad & Tobago Energy Resources Conference, which concluded in June 2021. For his stellar service to the organisation Kamlesh was awarded the SPE Regional Young Professional Member Outstanding Service Award in August 2021. This was awarded to him under the Latin America and Caribbean Region for the SPE. The award is meant to recognise contributions and leadership to the public, the community, the Society of Petroleum Engineers, and to the petroleum engineering profession within the region. For Kamlesh, the award was validating as it signified that “I was doing something right in terms of my contributions to the Society and the greater membership. The award is meant to encourage interests among the young professional members of the Society that are broader than the profession itself. There’s a huge active community of volunteers across the region and it struck a chord with me that

I was recognised for my services. Volunteering can sometimes feel like a thankless job and I was awed and grateful that someone took the time out to nominate me for the award.” Based on his experience with the SPE, Kamlesh encourages everyone to get involved with an organisation that caters to the nurturing of your technical and professional development. According to Kamlesh, these groups have a cadre of professionals with whom you can brainstorm problems. Additionally, he encourages more persons to get active with volunteerism whether it’s within the workplace, in a technical setting or purely philanthropic in nature. He notes that “there’s a world of soft skills to be learnt from volunteering at any type of organisation – doesn’t necessarily have to be technical. You get the chance to hone leadership skills by chairing committees and leading efforts at a much earlier stage in your career (as opposed to your workplace) with less risk involved when you inevitably make mistakes. Last but not least, you get to give back and there is great satisfaction in that. We just need to be willing to step up and give of ourselves.” Congratulations Kamlesh on your achievement! Keep up the great work!

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International Organisation for Standardisation (ISO) ISO is an independent, non-governmental, international organisation that develops standards to ensure the quality, safety, and efficiency of products, services, and systems. ISO has set up various management system standards. The lists of the standards are largely classified into quality, general management, safety and security, health and medical, environment and energy, industry, services, and information technology. ISO certification ensures that a management system, manufacturing process, service, or documentation procedure has all the requirements for standardisation and quality assurance. ISO certifications exist in many areas of industry, from energy management and social responsibility to medical devices. ISO standards are in place to ensure consistency. Some standards applicable to Heritage’s operations are ISO 45001 Occupational Health & Safety (OH&S), ISO 31000 Risk Management & ISO 14001 Environmental Management.

ISO 14001 ISO 14001 is one of the several standards which aim to aid organisations such as Heritage to improve their environmental performance through efficient use of resources and reduction of waste, which results in gaining a competitive advantage, earning the trust of stakeholders, ensuring management commitment, identifying risk and opportunities as well as safeguarding process improvement. ISO 14001 requires that the organisation considers all environmental issues relevant to its operations, such as air pollution, water and sewage issues, waste management, soil contamination, climate change mitigation and adaptation, and resource use and efficiency. Like all ISO management system standards, ISO 14001 includes the need for continual improvement of an organisation’s systems and approach to environmental concerns, In fact it allows for the organisation to have a stronger commitment to proactive initiatives that boost environmental performance.

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Heritage Employees Receive ISO 14001 Certification Heritage is committed to supporting the global Sustainable Development Goals as part of our Environment, Social and Governance (ESG) strategic agenda. The organisation acknowledges that achieving a balance between environment, society, and the economy is essential for sustainable development and has taken numerous actions to acquire necessary competence and evaluate the effectiveness of its actions.

organisation. Six gap assessment sessions virtually, as well as Online workshops with Heritage’s different business units (BUs) were completed via Microsoft teams in February 2021.

Beginning in August 2021, the first step in fulfilling Heritage's ESG agenda included the development and certification of its Environmental Management System in its strategic business plan.

2. Development of an aspect impact register where the goal was to define relevant aspects of the company and detail all significant environmental impacts using Heritage’s risk matrix. In February six (6) sessions via Microsoft teams with the different BUs (Land, Midstream, Offshore, Business Development & Corporate) were completed to improve employee’s knowledge across the organisation.

Gap assessment sessions were conducted between the ISO 14001:2015 standard requirements and the current condition of the

3. Formation of procedures; 12 procedures were drafted to be finalised and approved by September 30th, 2021.

ISSUE 4 SEPTEMBER 2021

4. A cross functional team was also established in May 2020 and the team was trained to awareness level on the ISO 14001 standard. 5. Training sessions and workshops were conducted with 25 employees across the organisation from the period March to April 2021. Heritage took the initiative to ensure that persons are competent by providing Environmental Management and Assessment Certified Lead Auditor Training.

Internal audits are planned to be completed by March 2022 and external audits to commence soon after the plan is completed and approved. Thus far that based on the business plan, the organisation expects to gain ISO 14001 certification by September 2023. Heritage shall continually improve the suitability, adequacy, and effectiveness of the Environmental Management System (EMS) to enhance environmental performance.

THE FOLLOWING EMPLOYEES WERE SUCCESSFULLY TRAINED TO CONDUCT INTERNAL AUDITS. Names of Employees Roles/Position Arneaud Rawle

Operations & Maintenance Manager

Vishnu Sahadeo

HSSE Site Advisor (Offshore)

Caesar Alexander

Emile Cayenne

HSSE Site Advisor

Nkese Harriott

Communications Advisor

Crude Storage Team Lead

Stacy Ramdeen

Environmental & Regulatory Advisor

Anil Ramdial

Production Team Lead

Perry Jagdeo

HSSE Team Lead Land

Carlisle Gardner

Drilling & Workover Lead

Njemile Taylor

Risk Management Analyst

Desiree Lord

Registration Coordinator

Devon Sooknanan

Contractor Safety Management Advisor

Crystal Johnson – Ferguson Joint Venture Auditor

Names of Employees Roles/Position

Justine Deonarine

OMS/EMS Advisor

Kamlesh Ramcharitar

Reservoir Engineer

Anika Farmer

Legal Counsel

Najila Elias- Samlalsingh

Environmental & Regulatory Compliance Manager

Denzyl James Himmath Balkissoon

Dianne Dookie – Alexander Facilities & Property Manager Melissa Persad

Operations Engineer

Nataki Gormandy

HSSE Graduate Trainee

Auditor

Adish Gowcaran

Crude Storage Supervisor

Field Auditor

Dion Callender

Crisis & Continuity Management Emergency Response Advisor

ISSUE 4 SEPTEMBER 2021

STRESS

MANAGEMENT Putting

STRESS

into perspective

and taking back your Managing Stress Brainsmart - BBC

https://youtu.be/hnpQrMqDoqE

Life...

10 Steps to Achieving Work-Life Balance Homewood Health

https://www.youtube.com/ watch?v=38smQvEyscQ

ISSUE 4 SEPTEMBER 2021

The etymology of ‘petroleum’ is derived from Ancient Greek ‘petra’ (rock) and ‘élaion’ (oil)

Oil was first distilled into kerosene in Persia during the 9th century.

2. Oil has been used for over 5,000 years especially for medicine

The first modern oil well was drilled in 1853 in today’s Poland, and immediately took off around the world.

Thanks to kerosene production, by the late 1800s, there was a rapid decline in whale hunting (whale blubber was used for lamp fuel).

(like gout and frostbite)

3. 28

The first known oil wells were drilled nearly 2,500 years ago in today’s China. Early engineers used bamboo to dig and extract crude oil.

ISSUE 4 SEPTEMBER 2021

Considered the ‘mother of all commodities’, crude oil is used in the manufacturing of numerous products like gasoline, synthetic fabrics (e.g. vinyl, nylon, polyester), plastics, and even pharmaceuticals.

10.

Oil is measured in barrels. One barrel equates to 42 US gallons or 159 litres.

42 Gallons

Many plastics, ammonia, perfumes, and even bubble gums are synthesised using petroleum products obtained during the crude oil refining process.

Most varieties of glycerin (also known as glycerine and glycerol) are derived from petrochemicals. This sweet-tasting synthetic ingredient is used in a wide variety of food products.

159 Litres

11.

Depending on the type of oil and how it is extracted, it can be classified as light, medium, heavy, or extra heavy oil.

12.

The American Petroleum Institute gravity (API gravity) is the unit generally used to measure how heavy or light a crude oil is. The lower the API gravity, the heavier the oil and more difficult to refine it.