Newsletter, Issue 1 JULY 2015

ASSOCIATION OF PROFESSIONAL

ENGINEERS OF TRINIDAD & TOBAGO

APETT Chemical Engineering

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TABLE OF CONTENTS

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EDITORIAL ENG. ANNA WARNER

APETT’SMission

TheAssociationofProfessionalEngineersofTrinidadandTobago

isalearnedsocietyofprofessionalengineersdedicatedtothedevelopmentofengineersandtheengineeringprofession.

Theassociationpromotesthehigheststandardsofprofessionalpracticeandstimulatesawarenessoftechnologyand

theroleoftheengineerinsociety.

With global oil prices falling sharply within the past year, being more than halved from around USD110 per barrel, panic has risen across our nation, not just within the Oil and Gas sector, but throughout. During this time of market in-stability and global reactions, projects have been shelved, hiring is frozen and retrench-ments are prominent, all in an attempt to man-age cost. During a challenging market environ-ment, an employee’s instinct may be one of fear of job security, reduction in salary, bonuses and benefits. So how do we ensure that change initiative are effectively implemented and produce the results they are intended to deliver? What do we need to do during this time of lower than projected oil prices? Senior Consultant Premod Varghese and his Associate Consultant Jane Hughes have shed some light on how to ensure success dur-ing cost management initiatives. Chair of ACE Eng. Imtiaz Easahak has expanded on what is required for us in T&T to better manage the falling oil prices. He emphasizes diversity and deviation from T&T being almost solely de-pendent on the crude energy from the ground. A few of our engineers have also taken a stab at our LinkedIn Discussion surrounding the im-pact of the crude oil price shock on T&T’s economy. Outside of this heated topic of discussion, Engi-neers Rayadh Mayrhoo and Farah Hyatali have reminded us of the Bhopal accident, which thir

ty years later, still impacts the people of Bho-pal. Eng. Claudius Stewart has enlightened us of the papers presented in the Conoco Phillips 2014 Worldwide LNG Technology Conference. Eng. Ravindra Rajkumar has given us an inside look on the lectures and presentations shared throughout the Offshore Technology Confer-ence. I would like to take this opportunity to welcome our new APETT Executive Council for the 2015 – 2016 term, led by President Neil Dookie. We extend sincerest appreciation to Immediate Past President Haydn Furlonge, who has done an outstanding job in further advancing our Asso-ciation and in spearheading the initiative for APETT to merge with IChemE. In addition, I would also like to thank Engineers Rayadh Mayrhoo and Farah Hyatali for their due dili-gence in assisting in the compilation of this Newsletter. APETT Chemical Engineering Division gra-ciously welcomes its regular readers as well as its new readers. To contribute in discussions, join our LinkedIn group or keep updated with activities by visiting our website at www.apett.org

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Message from APETT ENG. NEIL DOOKIE – President

Congratulations to the Chemical Division on the publication of their eighth newsletter. The Chemical Division was formed under the stewardship of Eng. Hayden Furlonge (Past President 2014-2015) and have progressively developed under the strong and positive leadership of its Chairman Eng. Imtiaz Easahak. It is also worthwhile to note, that the Chemical Division has grown to seventy-five (75) members at this time since its inception four (4) years ago. The introduction of a Chemical newsletter was initiated by both Eng. Furlonge and Eng. Easahak and was set about, to bring knowledge and awareness of new development and techniques, problems and solutions, as well as challenges facing the chemical industry to-day and in the years ahead. It also gave an opportunity to its’ members and learned professionals to participate and share ideas through articles that they have researched, developed or gained insight via conferences, seminars and courses. The Chemical Division is a vibrant and energetic group bringing a bright outlook for the future of APETT. Other Engineering Divisions have taken note of this approach and have begun to streamline their own operations to improve on the high professional standards that have existed in their respective divisions. This augers well for APETT as a whole, as the intention and emphasis is to attract a wider membership through high ideals set by its division. The quality and contents of this newsletter, can only indicate to the general engineering professions in that the Chemical Division has set their signature and standards and will remain a strong force within the network of APETT.

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Message from the chemical division (ACE) Eng. Imtiaz Easahak

The price of oil has collapsed again and now the oil market is looking at a future that is ‘unprecedented’. Large oil companies and countries that depend on oil revenue to meet spending commitments have continued pumping oil because they still need to bring in that revenue, almost regardless of price. This is part of why we continue to see OPEC , the 12 member cartel lead by Saudi Arabia, maintain its daily production target during the sharp downturn.

As we move to the election season in Trinidad and Tobago, some of us will be looking keenly at proposed Energy Policies within the manifestos of the competing parties as oil and gas contribute to over 50% of our nations GDP. We have indeed felt the pressures of the falling oil prices and being able to manage the economy in this period of downturn requires policies that would continue to bring some continued growth.

I wish to thank the Authors of the articles presented in this our first edition of ACE for 2015- local Engineers- Claudius Stewart who presents a summary on the Conocco Phillips Conference, Rayadh Mayrhoo who takes us back to the Bhopal incident, Ravindra Rajku-mar who looks at offshore technology. I would like to sincerely thank two foreign consult-ants– Mr. Premod Varghese and Miss Jane Hughes who jointly presents an interesting per-spective on Cost Management. I have also attempted to explain the reasons for Global Falling Oil prices. I hope you enjoy all these articles and of course should any peak your interest please don't hesitate to contact us.

I wish to thank Anna Warner and her editing team comprising young Engineers Rayadh Mayrhoo and Farah Hyatali, all of whom did a splendid job in putting these articles to-gether.

Finally, congratulations to the T&T Red Steel who came from behind and won the CPLT20 Cricket Tournament– a good example of commitment, belief and extraordinary team work !

As usual, please let us know if you would like to contribute any articles to our next edition due to release in December this year.

Thank you.

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TECHNICAL CONFERENCE CONOCO PHILLIPS 2014 WORLDWIDE LNG TECHNOLOGY CONFERENCE (PART 1)

BY: ENG. CLAUDIUS STEWART Introduction

The Conoco Phillips 2014 Worldwide LNG Technology Confer-ence was held from Sunday 19th - Thursday 23rd October 2014. This paper would be divided into two parts. Part 1 would high-light the papers from Sunday 19th - Tuesday 21st October 2014 (issued in this 1st APETT Chemical Engineering Newsletter 2015), while part 2 would highlight the papers from Wednesday 22nd - Thursday 23rd October 2014 (to be issued in the 2nd APETT Chemical Engineering Newsletter 2015). There were some of the leading Liquefied Natural Gas (LNG) companies’ representatives in the world, whose plants utilize the Conoco Phillips Optimized Cascade Refrigeration Process and whose facilities were constructed by Bechtel. Some of these companies produced papers so that learnings, solutions and rec-ommendations could have been shared. Sunday 19th October 2014 Papers The papers presented were introductory in nature as Conoco Phillips staff conducted a review of the LNG process. The pa-pers presented were as follows: 1. Liquefied Natural Gas (LNG) Overview 2. Slug Catcher, Inlet Separation & Metering 3. Acid Gas Removal, Dehydration and Mercury Removal 4. Liquefaction - Propane, Ethylene & Methane Refrigeration

& Nitrogen Rejection Unit (NRU) 5. Heavies Removal & Natural Gas Liquid (NGL) Fractiona-

tion 6. LNG Storage & Loading

Monday 20th October 2014 Papers There was one refresher training presentation on Optimized Cas-cade Process. The other papers presented were very informative and well received. The following briefly highlights the papers presented: 1. Collaboration Global Projects Update: This paper was

presented by Alasdair Cathcart, Construction Manager at Bechtel LNG. This paper mainly included videos of con-struction and heavy lifts at Wheatstone LNG, Gladstone LNG, and Curtis Pacific Island LNG of Australia. Wheat-stone LNG construction was 49% completed.

2. Cheniere Energy Liquefaction Project Status: Ed Lehot-sky, Vice President, LNG Project Management presented

Cheniere four liquefaction projects and the potential out-comes of developing these projects. Sabine Pass Trains 1 and 2 is expected to be commissioned in late 2015/1st quar-ter 2016.

3. Role of Dynamic Simulations in Controls Design: This presentation was conducted by Conoco Phillips (COP) LNG Operations & Controls Team Leader, Will James. In this presentation, he highlighted the importance of loop optimi-zation and maintaining loops in auto, especially the Unit 17 Heavies Removal Column and De-ethanizer. The loops in auto would reduce the likelihood of swings in the tempera-ture profile and to maintain differential temperature (DT) in the E-x1701 and E-x1704 exchangers.

4. Technical Bulletins & Refrigerant Specs: Wes Qualls, Manager LNG Energy & Operations presented six (6) tech-nical bulletins. These bulletins have been developed based on refrigeration problems encountered by various clients and solutions to reduce the likelihood of the event occur-ring.

5. Metals at Low Temperature: Stuart Wilson, COP Su-pervisor - Metallurgy/Welding/Mechanical and Don Ed-wards, COP Senior Principal Mechanical Engineer present-ed Metals at Low Temperature. The main highlight of this paper how low refrigerant temperature affects metal tough-ness in that the lower the temperature on metal/dissimilar weld, the greater the possibility of brittle failure.

6. Effective HAZOP Strategies: Paul Davies, COP LNG Pro-cess Engineering Supervisor presented what needs to be done for effective HAZOP Strategies. Hazard and Operabil-ity study (HAZOP) can be separated into five (5) phases. The phases are identified in Figure 1 below.

FIGURE 1: PHASES OF HAZOP STUDY

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Filter Designs

Filtration Media

Tuesday 21st October 2014 Papers

There were four papers presented and as follows: 1. Importance of Inlet Gas Composition Characteri-

zation: Dale Embry, COP Principal Engineer pre-sented an excellent paper on why it is important for inlet gas composition to be characterized. Inerts, Di-lution and Contaminants in the inlet gas stream changes the behavior of the gas and henceforth will be deleterious to the process or product. As a result, composition affects process choices in that it dictates what vessels or pieces of equipment are involved in pre-treating, diluent and heavies rejection.

2. Key Parameters for Optimization of Amine Unit Filtration Systems: Dr. Dave Engle from NexoSolu-tions presented a very good paper on the importance of conducting performance test and optimizing amine unit filtration systems. The major problems in amine unit filtration systems are: (a) Contamination: Contamination is the leading

cause of process instability losses and high oper-ational cost in most processing

plants. (b) Efficiency of solids separation and solubles

adsorption: Problems of fouling lean amine to the CO2 absorber can greatly

affect how CO2 can be removed from the system.

He emphasized that one of the ways to reduce the likelihood of contamination was the use of a sub-micron coalescing high efficiency filter. The sub-micron coalescing high effi-ciency coalescer filter reduces the likelihood of aerosols breakthrough in the exit gas stream. High efficiency key pa-rameters are as follows: (a) Annular exit velocity from the coalescing elements: 6 -

8ft/s recommended. NB: 9 - 12ft/s annular exit velocity is too aggresive while 12ft/s annular exit velocity is not recommended for this filter.

(b) Media Face Velocity (Gas Velocity across coalescing media): 6 - 8ft/min. NB: 9 - 12ft/min media face velocity is too aggresive while 12ft/s annular exit velocity is not recommended for this filter.

(c) Nozzle Velocity: 35ft - 65ft/s recommended. Nozzle ve-locity < 35ft/s or Nozzle velocity > 65ft/s is not recom-mended for submicron coalescing filter use.

(d) Clean Pressure Drop should be <2psid. He indicated that the Amine Unit CO2 Absorber Foaming

can be attributed to: (a) High Differential Pressure. (b) Foaming root causes: solids, surfactants, liquid hydrocar-

bons (BTEX), Dissolved components, dissolved compo-nents, light flashing components, operational deficien-cies and contactor velocity too high.

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3. Heavies Removal System Design & Operation: Attilio Praderio, COP Principal Process Engineer presented an excellent

paper. He illustrated the following:

♦ Demethanizer (V-x1701) at Atlantic LNG (ALNG), Egypt LNG (ELNG) and Darwin utilizes a Demethanizer with two heat transfer beds at the top and bottom while the Demethanizer at Angola LNG utilizes one heat transfer bed at the top and two mass transfer beds, one at the top and one at the bottom.

♦ V-x1701 Heavies Removal Column is a non-equilibrium simultaneous heat and mass transfer process. ♦ The model was tested and calibrated with field data with the heat and mass balance was within 3% of Natural Gas

Liquids measured mass flow rate and density. ♦ Demethanizer Methane Reflux Scheme Control system: The 1st Step is to get the tower in control by:

1. Adequate Feed Gas Temperature (Heavies Control and Load Balancing) 2. Minimize Reflux Flowrate 3. Use maximum stripping gas temperature 4. Minimize stripping gas flow

♦ Brazed aluminum exchangers are susceptible to thermal stresses caused by high pass-to-pass DT (differential temper-ature differentials.

♦ In order to lower the likelihood of high pass-to-pass DT the following are recommended:

1. Average Level Controller 2. Differential Temperature Controller (TDC) on the pass-to-pass DT

♦ Lean (Methane) Reflux Option of V-1702 De-ethanizer Control: importance simultaneous tuning of Temperature Differential Control (E-1701 Hot DT), Level Control (V-1703 De-ethanizer Reflux Drum Level control), and Tem-perature Control (E-1702 de-ethanizer reboiler temperature control).

♦ Angola LNG utilizes the Rich (Methane - Ethane) Reflux Option:

⇒ Meet LNG heating value. ⇒ High propane recovery (NGL stabilizer specs) ⇒ Minimize power consumption. ⇒ Improves stability and reliability by separating the services of the overhead condenser and the trim reboiler. ⇒ Reduces the impact of feed gas compositions which do not match the design basis ⇒ Uses more robust exchangers (shell and tube type) to avoid the problems from impact of thermal stresses related

to brazed aluminum exchangers.

4. Plate Fin Heat Exchanger Fundamentals, Operations & Maintenance: Matt Gentry, COP Principal Heat Transfer Engineer highlighted the advantages and disadvantages of the use of plate fin heat exchangers. He indicated there are four (4) types of plate fin heat exchanger and are as follows:

♦ Plain: Very low heat transfer, pressure drop and used mainly in distributors. ♦ Perforated: Low heat transfer, low pressure drop, used mainly in distributors. ♦ Serrated: High heat transfer, high pressure drop, used in heat transfer. ♦ Herringbone: Moderate heat transfer, moderate pressure drop, used in heat transfer area In the presentation, there were pictures of the plate fin heat exchanger core fabrication, installation, core in shell exchanger fabrication, core in shell thermal/hydraulic, core in shell mechanical, bi-metallic joints and the explosion bonded joint.

Additionally, Matt indicated plate fin heat exchanger potential damage mechanisms and as follows: ♦ Liquid/Vapour mal-distribution ♦ Excessive temperature differential between adjacent process layers ♦ Thermal shock during start up and shutdown ♦ Thermal cycling during operation ♦ Plugging or Fouling ♦ Mercury Attack

NB: Part 2 of this paper which will include papers presented from Wednesday 22nd - Thursday 23rd October 2014 will be issued in the 2nd APETT Chemical Engineering Newsletter 2015.

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SAFETY REMEMBERING BHOPAL—30 YEARS LATER BY: ENG. RAYADH MAYRHOO, ENG.FARAH HYATALI

“Those who cannot remember the past are condemned to repeat it” – George Santayana (esteemed philosopher, essayist, poet, and novelist)

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One of history’s worst industrial accidents! The great Bhopal tragedy occurred in the early morning of December 3, 1984. A large quantity of water inadvertently entered a tank

containing a large amount of Methyl Isocyanate (MIC). What resulted was a runaway reaction leaving a large grey cloud of over 40

tonnes of MIC, Hydrogen Cyanide and other reaction products being released into the atmosphere. The poisonous gas cloud covered

an area of 40 square kilometers, engulfing the nearby sleeping community of Bhopal, with a population of approximately 120,000

people.

It was not long after over 10,000 bodies lined the streets and pavements. Thousands of people stormed the hospitals, each showing

symptoms of acute breathlessness, burning eyes and lungs and choking agony. The death toll was estimated to be well over 16,000.

Studies have shown long term health effects up to five years after the incident in the severely affected communities. These effects

include MIC Exposure related illnesses, respiratory symptoms, neurological problems and reproductive disorders.

How it all started (Background) The Union Carbide Company (UCC), in collaboration with the Government of India (GOI), commissioned a pesticide factory in Kali

Grounds, Bhopal of India in 1969. This factory was intended to produce 5000 tonnes of pesticides a year (such as carbaryl, commer-

cially known as Sevin).

Methyl Isocyanate or MIC is an intermediate; it is produced by the reaction between methyl amine and phosgene, and is then made

to react with 1-naphthol to produce carbaryl, the desired end product. This required a considerable amount of MIC to be manufac-

tured and stored on site. MIC was first imported from the United States. It was only in 1980 when the Bhopal plant first produced its

own MIC which was stored in three large storage tanks. (Peterson, 2009)

It is important to note that Methyl Isocyanate is extremely toxic. The threshold limit value set by the 2003 American Conference on

Government Industrial Hygienist was 0.02 ppm. MIC is an organic compound with the molecular formula C2H3NO and reacts readi-

ly with many substances that contain N-H or O-H groups. It reacts violently with water, forming 1,3-dimethylurea and carbon diox-

ide with the evolution of heat (325 calories per gram of MIC).

In the years to follow at the Bhopal Plant, production took a turn for the worst. By 1981, production at the Bhopal Plant peaked at a

dismal 2704 tonnes, by 1983 production had fallen to 1657 tonnes. The company losses eventually drove negotiations to have the

plant dismantled and moved to another country; these negotiations were finalized in November 1984. (Peterson, 2009)

What went wrong? The disaster which occurred at Bhopal flagged a number of concerns and challenges, some of which to this day, remain unaddressed.

Some of these concerns are highlighted below:

1. No alarm was ever sounded until one hour after the poisonous gas cloud spread over the community of Bhopal. There were no

warning signs for the people in the surrounding community. (Gilbert, 2015)

2. No emergency measures or contingency plans were ever put in place in the event of an emergency. For example, no evacuation

plan was ever prepared and rolled out to the workers at the plant or even to the members of the community. Hospitals were not

informed of ways to treat with victims suffering from MIC poisoning. (Peterson, 2009) (Gilbert, 2015)

3. Choice of location of the chemical plant was poor. The Bhopal Plant was located within close proximity of the densely populated

community of Bhopal (Population of approximately 120,000 people). (Peterson, 2009)

4. At the time of the explosion, the MIC being stored at the plant was not kept at the recommended temperature of zero degrees Cel-

sius. The refrigeration and cooling systems were shutdown when the factory was no longer in service; however MIC was still

stored on site at the time. (Peterson, 2009) (Gilbert, 2015)

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5. Before the incident, there were reports of inadequately trained staff and poor maintenance procedures at the plant. (Peterson, 2009)

6. The flare tower whose main function was to burn off MIC emissions, was out of service at the time of the explosion. (Gilbert,

2015)

7. The parent company, UCC had embarked on a global economy drive. In an attempt to cut costs, the work force had to be consider-

ably reduced. Some reports indicate that there was insufficient manpower working at the plant prior to the disaster taking place.

Shifts were reduced by half the manpower and some two hundred workers were asked to resign in 1983. (Peterson, 2009)

Lessons Learnt The field of Chemical and Process Engineering is inherently dangerous, and it is imperative that we reflect on and incorporate les-

sons learnt from this major disaster. These include to:

- Ensure that process safety is the #1 priority in all our operations;

- Ensure that alarm, emergency and evacuation systems are relevant, practical and fully functional at any given time;

- Ensure that industry standards are satisfied and contain minimum requirements;

- Analyze the effectiveness of all safeguards;

- Ensure that proper siting studies are done before Chemical Process Plants are built;

- Ensure process hazard analyses are continuously performed to allow us to identify and prevent both existing potential hazards

as well as new potential hazards which may have come into existence due to plant modifications;

- Ensure that all personnel undergo continuous adequate training to handle associated risks on the job;

- Ensure that a maintenance schedule is in place to reduce the likelihood of faulty equipment, with special attention to safety

critical equipment.

After the Bhopal Disaster, both industries and governments have increased their efforts to prevent chemical accidents. However there

are international bodies such as the US Chemical Safety Board which still agree that there is a lot more that can be done to improve

process safety in chemical industries today.

References

Broughton, Edward (2005, May 10) The Bhopal disaster and its aftermath: a review. Retrieved from: http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1142333/

Browning, Jackson B. (Retired Vice President, Health, Safety, and Environmental Programs Union Carbide) UNION CARBIDE: DISASTER AT BHOPAL. Retrieved from: http://storage.dow.com.edgesuite.net/dow.com/Bhopal/browning.pdf Gilbert, Steven G. (2015, April 7) Bhopal Disaster (Toxipedia) Retrieved from: http://www.toxipedia.org/display/toxipedia/Bhopal+Disaster

Malik, Aman (2014, December 2) 30 Years After The Bhopal Disaster, India Has Not Learned The Lessons Of The World's Worst Industrial Tragedy (International Business Times) Retrieved from: http://www.ibtimes.com/30-years-after-bhopal-disaster-india-has-not-learned-lessons-worlds-worst-industrial-1731816 Peterson, M.J. (Revised 2009, March 20) International Dimensions of Ethics Education in Science and Engineering Case Study Series Bhopal Plant Disaster – Situation Summary. Retrieved from: http://www.econ.upf.edu/~lemenestrel/IMG/pdf/bhopal_gas_tragedy_dutta.pdf

Taylor, Alan (2014, December 24) Bhopal: The World’s Worst Industrial Disaster, 30 Years Later. (The Atlantic) Pictures retrieved from: http://www.theatlantic.com/photo/2014/12/bhopal-the-worlds-worst-industrial-disaster-30-years-later/100864/

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PEOPLE & SUSTAINABILITY THE OFFSHORE TECHNOLOGY CONFERENCE (OTC ) AND ITS BENEFITS TO THE WIDER ENGINEERING COMMUNITY BY: ENG. RAVINDRA RAJKUMAR

Category Technical Session General Emergency Offshore Technology Trends: More Value from Technology and Faster

Cycle times Active Arena: The next energy Hotspots CLOV Angola Project Unique Technical Solutions to Complex Gas Development Projects Panama and the Panama Canal "A New Horizon in Shipping and Energy Distribution" Shell Arctic: Strategies for the New Prospective Global Energy Outlook: North America Challenges and Opportunities Implementation of a Fast Track Project (Delta House) Functional Nanomaterials: Novel Solutions for Oil and Gas A World's Eye View of Unconventional vs Offshore Technology The Onshore Shale Revolution, Is it Spindletop All Over Again? Aligning Diverse Portfolio and Executioin for Capital Efficiency Anadarko's Lucius Spar: Mega Project in a Post SEMS World Bonga North West: A Major Brown Field Success The Role of Offshore Technology in Indonesia's Strategic Framework for Development Project Management, Contracts and the Law: Can Attorneys and Managers Get Along? DP Station Keeping: Industry Challenges and Solutions

Mechanical/ Piping Pumps and Pipes Innovation in the Oilfield and Cardiovascular Medicine WHOI Center for Marine Robotics presentation Advances in Flexible Pipe Technology

Policies/ Regulations/ Guidelines

Brazilian Offshore Industry: The New Government Guidelines, Drivers and Perspec-tives

Offshore Energy Development: Improving Federal & State Cooperation Corporate Ocean Responsibility: Industry Leadership, Marine Ecosystem Impacts and

Ocean Governance Ethical Responsibilities of Licensed Professional Engineers and Professional Geoscien-

tist Corporate Social Responsibility Political Decisions and Policies that Shape the Offshore Oil and Gas Industry

The Offshore Technology Conference (OTC) is a forum where energy professionals meet to share their knowledge via short lectures and presentations on a wide range of topics. It also the energy industry’s largest equipment exhibition with specialists available to answer questions and provide support as well. It provides the opportunity for technical professionals across the industry spectrum, from design to end-users to meet and collaborate on specific issues or general topics impacting the industry. It also showcases new developments and technologies which play an important role in advancing the efficiency and productivity in the offshore industry. For many, it is the Disney Land of Engineering and its grandeur does justify this metaphor. Attending this year’s conference proved to be a rewarding experience as there was much to see and numerous technical sessions to attend. The technical sessions covered a wide range of topics and were delivered in interactive lecture sessions with some being done in a breakfast and luncheon setting. A categorized list of technical sessions offered in this year’s OTC is shown below :

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Category Technical Session

Deepwater/ Subsea Technologies

Deepwater Exploration: A view forward Advances in Deepwater Risers Advances in Deepwater Technologies Innovations and Reliability Issues: Deepwater Reservoirs A window into Subsea Operations from 10,000 feet RPSEA UDW Technology Development Program: Selected Projects Progress Developing Competitive Deepwater Projects Deepwater Dual Gradient Well Control and Riser Gas Handling: Is the Industry Ready

for the Challenge Operational Regulations in Deepwater after the Macondo Incident Gulfstar 1 Spar Project: Applying Continuous Improvement for Design, Fabrication and

Installation Technology Enabling Top Quartile Delivery: Parque das Conchas (BC-10) Phase 2 Frontier Deepwater Space Technologies for the Offshore Deepwater Industry Subsea Processing Technology and Integration Supplying Subsea Power for Oil and Gas Industry Step-outs The Challenge: Technology to Access Remote Drilling Location The Jack St Malo Development: A Bellwether for the Lower Tertiary Trend

Process Design Tech-nology and Flow As-

surance

Flow Assurance: Engineering and Projects Chemistry of Production Flow Impediment and Remediation Code Development for HP/ HT Computational Fluid Dynamics (CFD) for Offshore

Asset Integrity Wellhead Integrity: Planning, Management and Assurance Well Integrity Management The challenges of extending the Operational Lifetime Asset Integrity and Extending the Field Life

Exploration & Geosci-ence/ Reservoir Engi-

neering

Geoscience Technology in Offshore Projects: Emphasis on Pore Pressure Prediction Understanding the Challenges of Vietnam Fractured Basement Exploration, Drilling

and Production Offshore US Drilling Coast to Coast Enhancing Efficiency and Precision: Marine Technology for Dynamic Positioning Offshore Saudi Arabia: Shallow Water Developments Advanced and Integrated Geophysical Interpretation Pre-Salt: 8y Journey from Wildcat Well to more than Half-million Barrels per Day Developments in Metocean Science Broadband Seismic; Recent Advances, Current Pitfalls, and Future Promise Marine Mining Developments Advances in Quantitative Geohazard and Georisk Assessment Caspian Sea Site Integrated Geohazards Assessment Increasing Oil Recovery in Offshore Fields (EOR New Perspective) Advances in Drilling Technologies Reservoir Evaluation and Reservoir Management Well Completions

LNG Offshore LNG/ CNG: Technology, Risks and Potential

Process Safety Offshore Safety: Getting It Right Through Rules, Practices and Technology- A Collabo-rative Approach

Process Safety Challenges in Offshore Operations Offshore Process Safety: Past, Present and Future Improving Safety and Environmental Performance - Center for Offshore Safety Improving Effectiveness of Safety and Environmental Management Systems and Rec-

ognizing Contributions - Center for Offshore Safety Improving Performance through Safety and Environmental Management Systems

Renewable Energy Marine Renewable Energy Advances in Offshore Wind Energy

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The technical sessions were conducted by professionals in their area of expertise whom had a significant amount of experience and were highly knowledgeable in their field of practice. They varied from oil and gas producers, academia, governing bodies, industry standard committee members, engineering and design professionals as well as equipment specialist. There were also key speakers from safety governing bodies such as the Chemical Center for Process Safety (CCPS) and American Petroleum Institute (API), whom presented on safety topics for every aspect of the business. The technical sessions covered a wide range of topics such as emerging offshore technology, deepwater exploration, flow assurance, wellhead integrity, geosciences technology, advances in deep-water risers, offshore LNG/CNG, offshore project management and process safety for offshore operations. The technical sessions are scheduled such that the attendees can select those which suit their interest and develop a timetable accordingly. I found the sessions especially useful where one may have a keen interest in a particular topic and would like to interact with experts in that area to ad-dress an issue or gain their insight and knowledge. The presenters do offer to answer any questions, in and out of a classroom setting, and so they can be approached after the technical sessions to discuss a subject pertinent to their expertise. This presents a valuable resource for engineers who may be faced with specific challenges, as they have subject matter experts (SMEs), prepared to offer their knowledge and open for discussion. The advantage of interacting with these SMEs is that a mere conversation may direct you on a path to a solution for a persistent issue or problem. The interaction is meaningful and highly beneficial as they are able to quickly understand an issue and offer knowledge, guidance and experience towards a solution. I would encourage all attendees to approach these SMEs and engage them in discussions as they have much to offer. A main focus this year seems to have been advances in deepwater technologies and subsea developments. This is in alignment with current industry trends as oil and gas producers are increasingly taking processing down onto the ocean floor, close to the wellheads, relocating much of the processing activity that has previously been carried out on offshore platforms to a subsea environment. A sig-nificant amount of research and investment have been made to develop new technologies necessary to produce oil and gas in a more secure, abundant and affordable way in a subsea environment. Subsea fluids separation and produced water treatment removes the requirement for delivery of multiphase fluids over long distances to a floating platform. Thereby contributing to increased savings due to lower fluid transport requirements and debottlenecking of the topsides water separation facilities. Produced water can be treat-ed using subsea technology and re-injected into the reservoir, to improve production rates and improve hydrocarbon recoveries. An OTC technical session on deepwater exploration relayed that though deepwater exploration and production is more capital intensive, comparative economics still provides the rates of return investors want, and so the trend towards deeper water promotes the trend towards improved subsea technology. As a part of all technical discussions, the emphasis on process safety was paramount, with some presenters delivering solely on pro-cess safety practices and developments. Presenters explained the need for a more collaborative approach to ensuring safety and sus-tainability offshore, since the industry is such a diverse one, with multiple regulatory jurisdictions, many different offshore operators and a wide variety of contractors and equipment providers. Topics also included; identifying, correcting and improving organization-al process safety culture, identifying and controlling major accident risks, achieving and improving on-going reliability in the off-shore industry. The emphasis was made by speakers to continue to use collective experience to raise the bar for safer operations in the offshore industry.

The presenters reflect the expansive nature of the conference as they ranged from all parts of the globe. They represented major oil and gas producers such as BP and ExxonMobil, safety bodies such as the Center for Chemical Process Safety (CCPS), major EPC companies such as Granherne and Imperial College. The technical sessions were conducted in the main arena which was a well laid out building with lecture rooms and exhibition halls. Navigation through the area was made very simple by detailed maps provided, signage, posters offering directions and even a mobile app. which attendees may have downloaded to their handsets for access to maps, schedules and live updates for technical sessions. The organizers of the conference placed a lot of emphasis on layout and information sharing, thus offering participants maximum convenience and exposure to all that the conference had to offer. It was definitely a rewarding experience attending this year’s OTC and would recommend it to all engineers and technical professionals.

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LEADERSHIP COST MANAGEMENT INITIATIVES: ENSURING SUCCESS BY: PREMOD VARGHESE AND JANE HUGHES During periods of market instability and global recession, the area companies most often put their attention on is cost management—whether that’s to reduce overheads, streamline operations, or in negotiating contracts to ensure the great-est return on investment.

However, according to studies carried out in recent years by a variety of respected research bodies, less than 30% of the-se cost management interventions are successful, even though companies spend a significant amount of time and finan-cial resources on these change initiatives. And while there’s no shortage of logical reasons and explanations for this sta-tistic, and valid suggestions on how to successfully deliver value-adding cost reductions, these perspectives often fall short of making the sustainable impact that’s required to elevate performance.

In our work with organizations over the past 33 years, one of the pitfalls we have seen leaders fall into is taking for granted that the cost management initiatives they determine to be the priority are clearly communicated and translated to the rest of the company. Paying insufficient attention to these initiatives often results in everything becoming a priority with nothing getting accomplished.

Another pitfall is that people focus on the cost reduction process itself, rather than examining whether the process is ac-tually delivering the intended outcomes. Stopping to ask the question along the way “are the changes we’re implement-ing sufficient to address the issue?” not only enables leaders to get a reality check on progress, but also affords the op-portunity to intervene in any and all potential inefficiencies.

When the market environment is challenging, an employee’s natural reaction may often be one of fear; fear of job securi-ty, reduction in salary, bonuses, benefits, etc. It is widely known and accepted through the discoveries made in neuro-science that the evolutionary function of the brain is to pre-dict—and when the brain can’t predict, the circumstances occur like a threat. An “amygdala hijack,” a term coined by Daniel Goleman in his 1996 book Emotional Intelligence: Why It Can Matter More Than IQ, is when a certain part of the brain perceives such a threat, which results in a person reacting irrationally and counter-productively, in one of three ways - fight (resist the situation by complaining, gossiping, and undermining the change initiatives), flight (find another job that looks like it would provide a higher degree of security), or freeze (pretend that you’re on-board and bought-in, while doing nothing in the hopes that you will make it through).

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AbouttheAuthors: PremodVargheseSeniorConsultant 

 As a senior leader of JMW’s consulting prac-tice, Premod Varghese works with executives, managers, teams, and organizations to develop new and sustainable pathways to high perfor-mance and the achieve-ment of unprecedented

targets.  �JaneHughesAssociateConsultant  Jane Hughes is an Asso-ciate Consultant for JMW’s The Americas Group. In her work with clients, Jane draws on a career of more than 20 years supporting individ-uals and organizations as a consultant, coach, and project manager, both in the public and private sector.   

So what is required to ensure that change initiatives are effectively implemented and produce the results they are intended to deliver?

First, it is crucial to clarify the context for the intervention, answering the question “why are we bothering with this?” If the context for new actions isn’t communicated sufficiently to ensure people are aligned and have it in front of them, it becomes diluted. It is also essential to generate adequate conversations where individuals have an opportunity to engage in, and contribute to a dialogue which includes discussions on potential pitfalls and challenges in implementation. This is distinct from people being told how to do something, which is known to trigger the pain centers in the human brain, re-sulting in a desire to be defensive and deflect input from others, no matter how good-intentioned it is. As the old proverb states: “The road to hell is paved with good intentions.”

Second, alignment on one, two, or three priority focus areas that are closely managed to completion is critical, where single points of accountability with clear deliverables and deadlines are established. In addition, to ensure consistent de-livery it is essential to establish regular touch-points where questions such as: “what’s this in service of?”, and “how do we go about delivering this?” are posed at all levels in the organization. The deeper into the organization you go, the more frequent the touch-points need to be, given the increased intensity of implementation.

SUMMARYTo summarize, in preparing to engage your people in a dia-logue where you have a commitment to implement change initiatives, such as cost management, ask yourself and en-gage your team members in answering some of the follow-ing questions: • Why are we doing this? What’s this change in service of? • What are the probable constraints and barriers to imple-

mentation?

∗ What might be the consequences if these changes aren’t successfully implemented?

• What are the possible ways I can engage people in moving things forward?

• What are the high leverage pathways for implementation?

∗ What might be the early victories, or “low hanging fruit” to target?

• What are the key areas for action?

∗ Who’s taking ownership of delivery?

∗ What are the deliverables?

∗ By when are they due?

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GLOBAL ISSUES FALLING OIL PRICES BY: ENG. IMTIAZ EASAHAK

Global oil prices have fallen sharply over the past year, leading to significant revenue shortfalls in many energy exporting nations, while consumers in many importing countries are likely to have to pay less to heat their homes or drive their cars. From 2010 until mid-2014, world oil prices had been fairly stable, at around $110 a barrel. But since June prices have more than halved. Brent crude oil dipped below $50 in January this year for the first time since May 2009 and is currently around US$62. The reasons for this change are twofold - weak de-mand in many countries due to insipid economic growth, coupled with surging US production. Added to this is the fact that the oil cartel Opec is deter-mined not to cut production as a way to prop up prices. To understand the full story, we first have to go back to the mid-2000s. Oil prices were rising sharply because global demand was surging — especially in China — and there simply wasn't enough oil produc-tion to keep up. That led to large price spikes, and oil hovered around $100 per barrel between 2011 and 2014. Yet as oil prices increased, many energy companies found it profitable to begin extracting oil from diffi-cult-to-drill places. In the United States, companies

began using techniques like fracking and horizontal drilling to extract oil from shale formations in North Dakota and Texas. In Canada, companies were heat-ing Alberta's gooey oil sands with steam to extract usable crude. This led to a boom in "unconventional" oil production. The US alone has added 4 million extra barrels of crude oil per day to the global mar-ket since 2008. (Global crude production is about 75 million barrels per day, so this is significant.)

Up until very recently, however, that US oil boom had surprisingly little effect on global prices. That's because, at the exact same time, geopolitical con-flicts were flaring up in key oil regions. There was a civil war in Libya. Iraq was facing threats from ISIS. The US and EU slapped oil sanctions on Iran and pinched its oil exports. Those conflicts took more than 3 million barrels per day off the market. By mid-2014, however, those outages and conflicts were no longer quite as important. Production in the United States and Canada was still rising fast — and the world's supply of oil kept growing. Even more significantly, oil demand in Asia and Europe suddenly began weakening — thanks to slowdowns in China and Germany. More broadly, oil demand has been flatlining in lots of places around the world. The United States, once the world's biggest oil consumer, has seen gasoline consumption stag-nate as cars became more fuel efficient. At the same time, countries like Indonesia and Iran have been cutting back on subsidies for fuel users. That combination of weaker-than-expected demand and steadily rising supply caused oil prices to start dropping from their June peak of $115 per barrel down to around $80 per barrel by mid-November. And that was only the start.   OPEC pumps out about 40 percent of the world's oil operates as a cartel and has sometimes tried to in-fluence the price of oil by coordinating either to cut back or boost production.

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Impact of falling Oil Prices in Trinidad and Tobago According to the September 2015 Budget State-ment, we have one year to live. This is because “gross official reserves stood at US$10.0 billion in December 2013, covering approximately 12 months of imports”. So we have some savings that could cover us for a year. The budget also indicated that public sector debt remains at a sustainable level at 43.0 per cent of Gross Domestic Product (GDP) with the external debt service ratio remaining in single digit. This means that the economy is fiscally sound; has fiscal buffers (reserves) and appears to be fis-cally disciplined. In addition, there appears, like the economies of Abu Dhabi and Dubai, a deliberate strategy of diversifying the economy. This means that Trinidad and Tobago is likely to continue to fare better that most non-oil econo-mies. Do we need to worry then? The answer is: defi-nitely! What do we need to do?

Better management – it is clear that with all of the money and oil that we have, we can do better. Better management is called for. We need to put capable people to manage our economy and boards, and not just give posi-tions to those who pay to play (fund one po-litical party or the other). Better financial, technical, operational, maintenance, human resources, fiscal and investment decisions need to be made in the interest of the peo-ple and the whole T&T economy. And we need to stamp out corrupt practices once and for all, before our price is called. And we are all called.

More investment and less consumption – an economy can grow if it invests and produces items that others want to buy. Too much of our spending (government, business and pri-vate) is on items that eventually disappear, rot, go bad or get stolen (cars, food, cloth-ing, shoes, consumer electronics like TVs and phones), rather than on items that will bring us future wealth (real estate, machines, ed-ucation, factories, buildings, raw materials, talent, computers, patents, inventions, inno-vations, marketing, promotion, trade shows, etc.). And we spend too little on maintaining the items that we already invested in (schools, hospitals, churches, houses, facto-ries, roads, etc.). We need to make an about turn on this.

Educate for the future – and this is not just a government problem. We are small, tiny,

puny islands needing to trade with the rest of the world. A second language should be compulsory in schools, for example. And we should start learning the language of the new superpower – China. And who will be first to oppose such a plan – we – because we like it so? We have to start to realise that WE are the problem. We need to DIVERSIFY our minds and be ready to take on the brave new world. Computers in schools are a great start. But we need to go further.

Production – Oil has allowed us the luxury of be-ing able to consume anything from abroad because we have the oil revenues to pay for it. In fact, oil has made us a lazy bunch. We never had to worry about what else we could sell to the rest of the world to give us in-come. But it is time that we gave some more serious thought to delivering something oth-er than oil. And we need to take advantage of a changed world – a world where the high-est paid persons are not doctors and lawyers but entertainers, musicians, sportspersons, comedians, play makers, software develop-ers and the like. It is important to combine the Talent that Trinidad and Tobago has nat-urally, with Technolgy, to grow, develop and diversify T&T. It is time that we use the EN-ERGY of the people of Trinidad and Tobago to diversify our economy and not just the crude energy from the ground. Ask any ban-dit or criminal whether they wouldn’t rather be a talented footballer or cricketer instead? The future development challenge for Trini-dad and Tobago is to harness these crude energies of the people of T&T for the good, for all.

If falling oil prices cause us to focus on a different crude energy – the energy of the people of Trinidad and Tobago – then falling oil prices may very well be a blessing in disguise. REFERENCES

BBC Business News- Falling Oil process: Who are the winners and Losers? By Tim Bowler

Market Realist- Crude oil Prices tumble on over-supply concerns and OPEC’s meeting- Gordon Kristopher

International Business Times- Why Are Oil Prices Falling? Jessica Menton

The Economist – Why the oil price is falling - Dec 8 2014 by E.L.

Trinidad and Tobago Daily Express (Nov 8 2014)- Dr. Auliana Poon

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WHATARETHETHOUGHTSOFCHEMICALENGINEERSONTHEIMPACTOFTHECURRENTCRUDEOILPRICESHOCKONTHEVARIOUSSECTORSOFTHET&TECONOMY,ANDWHATARETHESHORTANDLONG‐TERMIMPLICATIONS?

The many comments on this issue range from there being “no major impact”, “we are a gas econo-

my”, “no need to panic”, “living in a fool’s paradise”, etc. What rational thought and analysis can be

aired on the correlation between crude oil price and macroeconomic performance? There is a great

deal of literature linking the causality of the relevant variables for countries such as T&T that are nat-

ural resource dependent.

The basic equation is that government revenue is about 40% (sometimes more) directly related to tax-

es, royalties and dividends from oil and gas activities, which are themselves a product of price and pro-

duction, in simple terms. With regard to barrels of oil equivalent production, gas is around five times

more than that of oil, but the rent extraction per BOE higher for oil. So statements that the higher pro-

duction rate of gas automatically means that the impact of oil price is minimal is uncertain without a

proper evaluation.

The fiscal regime determines the level of rent extraction, a key variable being the effective tax rate

which is a sliding scale for PSCs, and a supplemental increment for E&P licenses. As such, a drop in

crude oil price results in a lower rent extraction rate. The other dimension is that PETROTRIN im-

ports some oil for refining which for a fall in crude prices means lower feed costs. One must also bear

in mind that natural gas prices and that of NGLs and gas derivatives are either directly or indirectly

linked to crude oil markets.

So, would a 50% drop in oil price lead to a large net negative economic impact, what are the other fac-

tors - what is your view, and more importantly what needs to be done?

Haydn I. Furlonge Immediate Past President (APETT) Association of Professional Engineers of T&T

LinkedIn Discussions

Kimberley Blanchfield Project Engineer (Process) at Petrotrin Oil and Gas are inextricable, connected - almost linked together. In the basics of ways, a drop in one will have an impact on the other. Though there are benefits to the overall drop in oil prices ("lower feed costs") the reality is, those are temporary in relation to the big picture.

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Burt Sinanan Oil and Gas Professional I thought I take a stab at Haydn's questions and thoughts in random points. • Its not the first time oil prices have dipped low. TT economy has more than weathered this a few times in the

past, (especially as subsidies continue to hide our true vulnerability). The plus side is that TT is both upstream and downstream so someone has to pick up the slack.

• We are not a gas alone economy. We are an energy based economy. We have been producing oil commercially long before gas and we will still be producing oil long after gas is non-commercial. That is the nature of the re-source.

• The shale revolution is exactly that, a revolution. The US is now self sufficient and we should be calculating how long will this last in their accelerating economy especially as experts say shale or tight oil is good for ten years given recent drive (dampened now). Their currency index does not seem to track oil price and production as it did in the past.

• BRIC is no more. Which proves never listen to the hype of economist and investment banks. • Opportunity abounds. For me and you the obvious opportunity is investments. History says that this is a cycle

(OPEC induced or not). Fallen oil prices has now made some energy stocks extremely attractive. I just wished the man on the street could benefit from this (but education system teaches him to trust in pensions- not a bad thing btw). When the prices surge again values would violently spike.

• Doors always open for upstream staff. A layoff here, a layoff there - is really more excuses for optimization. • What should TT do. Well in the past we talked a lot and by the time we finished talking prices started to go

back up. Not the best approach. 1st: Find survival balance between upstream and downstream, 2nd: Diversify with long term goals (I know its been said a million times) 3rd: Wean public off energy subsidies, 4th: GORTT should invest in energy projects outside of TT - this is key. 5th: Re-assess if the state companies and MOE have the "legs to play" in point 4 above. 6th:TT needs to become shareholders in new projects around the world - We have had a great energy run over the last 100 years its not going to last forever - let us collect dividends.

• Interfering with fiscal regime - tax concessions for oil producers is not the answer . Its not easy to address these question as TT is unique in the way politics and economy and people culture (behaviors) interact. I hope I did not bore or offend, just had some time on my hands Rgds, Burt

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ACE EXECUTIVE COUNCIL MEMBERS 2014—2015

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ACE EXECUTIVE COUNCIL MEMBERS 2014—2015

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ACE EXECUTIVE COUNCIL MEMBERS 2014—2015

Eng. Imtiaz Easahak is a Member of The Association of Professional Engi-neers of Trinidad and Tobago (MAPETT) and a Registered Engineer (R.Eng.). He has over 18 years post graduate experience in the chemical and gas processing industries. He has a B.Sc. Degree in Chemical and Process En-gineering, Masters in Production Management and have obtained his MBA from Heriot- Watt University. Eng. Theron Ousman is currently the Director at Amec Foster Wheeler Trini-dad & Tobago Operations with over thirteen years in Chemical Engineering. He holds a BSc in Chemical & Process Engineering. Prior to Foster Wheeler, he worked as part of Operations, FEED & Detailed Engineering, Construction and Start up teams for several greenfield and brownfield projects ranging from offshore platforms to onshore chemical plants. Eng. Ria McLeod is currently the Process Engineering Superintendent at PCS Nitrogen Trinidad Limited with over 11 years of experience in the Petrochemi-cal Industry. In this capacity she is responsible for capital project development and management in a supervisory role. She holds a BSc in Chemical and Pro-ject Engineering and a MSc Project Management. Ria is also the present Sec-retary of the APETT Chemical Division. Eng. Ashley Ramkissoon is an ambitious academically driven process engineer graduate currently pursuing her masters in same with management from the University of the West Indies. Her interests not only lies within engineering, but also encompasses financial investments and sales in the banking sector. Eng. Anna Warner is currently a Process Engineer II at Amec Foster Wheeler Trinidad & Tobago Operations with over two years in Process Engineering. She holds a B.Sc. with honors in Chemical & Process Engineering from UWI. Her experience includes FEED and Detailed Engineering design of Onshore and Offshore platforms for various Brownfield and Greenfield projects in the Oil and Gas Industry. Eng. Farad Boochoon currently serves as the Lead Process Engineer in Wor-leyParsons for an Overpressure Protection and Relief Disposal project in Trin-idad. Farad has 15 years of process engineering experience including concep-tual, front end and detailed engineering design within the oil and gas industry. Farad also has extensive experience in optimization, troubleshooting and com-missioning of LNG, Methanol, Ammonia petrochemical plants as well as an Oil Refinery. Farad is a Chartered Member of the Institute of Chemical Engi-neers. Farad is also a Registered Engineer within the Board of Engineering of Trinidad and Tobago and functions as the Treasurer within the Association of Professional Engineers of Trinidad and Tobago Chemical Division Council.

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ACE EXECUTIVE COUNCIL MEMBERS 2014—2015

Eng. Brandon Joseph has over seven (7) years of post graduate experience in Gas Processing at Atlantic LNG Company of Trinidad and Tobago. He holds a BSc. Degree in Chemical and Process Engineering from the University of the West Indies (UWI). He is currently finalising his Thesis for completion of his MSc. Degree in Chemical and Process Engineering with Management (UWI). Eng. Christopher Pedro is a Member of The Association of Professional Engi-neers of Trinidad and Tobago (MAPETT) and a Registered Engineer (REng). He has over seven (7) years of postgraduate experience in gas processing at Atlantic LNG. He holds a BSc in Chemical and Process Engineering from The University of the West Indies. In additional to engineering work, Christopher has over 12 years of plant operation experience in the Ammonia, Methanol and LNG industries. Eng. Claudius Stewart has 11.5 years post graduate experience in Chemical and Process Engineering in the Oil and Gas Industry. He has a BSc. in Chem-ical and Process Engineering and MSc. in Production Management. He is a member and presently an Assistant Secretary of Association of Professional Engineers of Trinidad and Tobago for 2014-2015 term. He worked at PCS Ni-trogen Trinidad Limited as a Process Engineer from May 2003 – 2008 gaining valuable experience in Natural Gas application, Ammonia, Demineralization/Water Treatment, Urea and Urea Formaldehyde plants. He joined Atlantic in May 2008 gaining optimization experience in Trains 1, 2 and 3 LNG Facilities. In July 2011, he joined the Process Engineering team, a team deals which pro-vides Process Design support to Project related work. I have gained experience in conducting small HAZOP studies, Process Hazard Analysis, Updating of Car Seal Listing and Piping & Instrumentation Drawings and being a member of Train 4 HAZOP in 2009 and Train 1 HAZOP in 2014. I became a regis-tered Engineer of Trinidad and Tobago in September 2014. In 2010-2011, I was involved in a cross functional team in leading the risk assessments for Trains 1 & 3 to improve the LNG defrosting/deriming operations. This project won the 2012 CEO’s Sustainability Award for Production Improvement. Eng. Sheldon Butcher is currently the Senior Chemical Engineer at the Minis-try of Energy and Energy Affairs, with 13 years experience in the Process In-dustry. He was awarded his BSc. in Chemical and Process Engineering and is currently pursuing his masters in Petroleum Engineering. His experience in-cludes working in the upstream industry, approving drilling and completion programs, managing liquid fuels such as LPG, diesel and gasoline and has played an important role in the Petrochemical Industry.