bg t&t life - may 2012

The BG Trinidad & Tobago Newsletter

www.bg-group.com

May 2012

INSIDE: One Team—being safe together | 2012 Senior leaders’ PCA forum | Positive Energy Day

BG T&T Life2

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BG T&T Life is distributed to employees of BG T&T four times a year. Feedback and article suggestions are welcome. Contact the BG T&T Policy & Corporate Affairs team as listed below.

Produced byCommunications and Brand UnitPolicy & Corporate Affairs DepartmentBG Trinidad & Tobago5 St. Clair AvenueSt. ClairRepublic of Trinidad and Tobago

ContactZakiya Mills-Francois(868) [email protected]

Wendell Constantine(868) [email protected]

BG T&T Life distributionDistribution to employees working at BG T&T offices done via a desk drop. Limited copies of the magazine for employees in BG Group overseas offices are sent to a contact point within each office. For additional copies contact Zakiya Mills-Francois

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Printed by The Office Authority Limited

Message from the PresidentThe Bridge to the Future - Leading in Challenging Times 3

SAFETY

• HSSE Update 4

• Safety Message 4-5

• One Team 6

• Safer forever 6

• President’s HSSE Awards 7

• The Gold Hard Hat Awards 8

• Returning to the fundamentals 9

OUR BUSINESS

• BG Fast Fact 10

• Chris Finlayson visits BG T&T 11

• Energy Conference 2012 12

• Energy Chamber CSR Awards 13

• Getting the BESS from our bright BG people 14

• 2012 Senior Leaders’ PCA Forum 15

• Shutdowns 2012 16-17

• Life after production 18-19

• If it is Legal it’s ethical…right? 20-21

• Message from IT 21

OUR PEOPLE

• Moving from good to great-Think it, Feel it, Do it! 22-23

• Employee Profile-Dinesh Bissoon 24

• Leadership update-David Wohlschlegel 25

• BG T&T’s Subsurface Team leads the way 26-27

SOCIETY

• Improving road safety 28

• Continuing our partnership with the TTPS 29

• Positive Energy Day 30

• National Zonal Youth Cricket Tournament 31

• Tranquillity Open Tennis Tournament 32

PG 10 PG 28 PG 32

BG T&T Life 3

Message from Derek Hudson, President and Asset General Manager

Team,

The next three years in BG Trinidad & Tobago, inclusive of this year 2012, can be described as the BRIDGE TO THE FUTURE. During this period, the Asset will be conducting several activities that will enable the business to sustain its revenue and production contributions to its primary stakeholders—BG Group and the people and the government of the Republic of Trinidad and Tobago—at levels similar to or above those of the last five years.

The range of activities are of course quite numerous and complex and include the Baraka Tie-in and Compression, NCMA compression, Dolphin in-fill drilling and Starfish projects. In addition to these projects, we also have to continue with our maintenance and asset integrity programmes on both our offshore and onshore facilities.

During 2012–2014, the Asset also has plans to acquire data and drill appraisal and exploration wells on its acreage, which will determine the extent of its revenue and production contributions to its primary stakeholders for both the 2015–2020 and post-2020 periods.

Of course, our key building blocks—HSSE, our People plans, and our Contribution to Society—must also be reworked and “massaged” to ensure successful delivery of all these activities.

It would therefore be remiss of me if I did not thank all of you for your efforts and contributions

during the first quarter of 2012. Your performance in several areas continues to set the benchmark for the entire BG Group. As we forge ahead to address the gaps in areas that require improvement, we must not lose ground in the areas of excellence, for this is the foundation on which the BRIDGE TO THE FUTURE will be laid.

With respect to People, we have implemented the 2012 People Plan and focused on putting the new Operations organisation in place. I want to extend a warm welcome to all the new members of staff who are joining the Operations organisation, along with the new graduates and other employees who have recently joined. Over the next few months and years we will of course begin to look at our resourcing needs for the future along with the associated training and development plans.

From a business plan delivery and growth strategy perspective we have got off to a tremendous start. The signing of the Block 5d production sharing contract, which provides us with new acreage for the first time in more than five years, will happen shortly, and we will be acquiring exploratory seismic data in the East Coast Marine Area later this year, an activity that has not occurred in the Asset for more than ten years. These two events are clear signals that the Asset is experiencing changing times as it prepares for the future. I, like many of you, will be waiting with bated breath for the outcome of the seismic acquisition and subsequent interpretation.

Of course we have had our disappointments. On the safety front, we have discussed at length our failings in this area: four recordables in the first quarter are simply not acceptable, and we have to use all our intellectual, technical and behavioural capabilities to overcome this gap in our HSSE performance. Since 29 February, the date of our last recordable, we have shown that we can achieve excellence in this area. Let’s turn this period of solid HSSE performance into one which is sustainable over the whole year. We do have what it takes—we simply need to be watchful day by day by day to make an injury free workplace a reality.

It is clear, however, that the 2012–2014 period will be extremely challenging. With this in mind, your Asset Leadership Team (ALT) went on a two-day offsite in mid-April, with the watchwords “LEADING IN CHALLENGING TIMES”. For it will

be challenging to successfully build THE BRIDGE TO THE FUTURE. The ALT needed this period of reflection to ensure that the 2012–2014 period is dealt with effectively in order to reduce the risks associated with delivering our future growth plans.

At our last Village Hall, Phil Hampshire and I did give you all some insights on the offsite via presentations on actions from the recent safety stand down and key elements of the growth strategy. At the offsite itself, we spent a lot of time focusing on each department’s eight-year plans, beginning of course in 2012. For this, each member of the ALT had to present and explain what they were planning to do over the eight-year period to guarantee the successful implementation of the BRIDGE TO THE FUTURE along with the long-term strategic objectives.

It is clear from our discussions that we need to do more work on becoming a better integrated business, despite our successful implementation of integrated asset planning (IAPS). “No man is an island” is an apt description of what is needed to ensure continuous success during the 2012–2014 period and beyond. Having had the discussion along with the comments received, each ALT member now has to go back and rework their eight-year plans and resubmit to me by end May. Once this is done, we commit to informing the entire organisation of the key elements of the eight-year plans, which will of course be referred to as the Asset’s eight-year plan.

Ladies and gentlemen, the scene is set. You have done the hard work to get us here, now of course we all need to do the hard work to get us there. The next three years, inclusive of 2012, are critical; do not take your eyes off the ball, but in working hard do remember to enjoy the ride, as these experiences do not come often in one’s professional careers. I keep repeating this latter comment to all of you for I truly believe that we are in very unique times as a business, and that with challenges come opportunities. Be prepared to grab each and every opportunity as we get set to take this business to the next level.

Let’s all be leaders in challenging times as we build THE BRIDGE TO THE FUTURE.

Do be very safe at all times.

The bridge to the future Leading in challenging times

BG T&T Life4

Safety

HSS

E4*0

45

3995

Num

ber o

f

High

Pot

entia

l Inc

iden

ts

No Loss IncidentUnplanned Gas Release, Spill, Production Loss

0

0

0

20

0Serious or Disabling Injuries

(Fatality and Lost Time Injury*)RecordableCases

(Near Misses, Hazards)

Minor Injury (First Aid Case)

Property Damage(Fire, Asset Damage, Road Traffic Accidents,

Intermediate Injuries(Medical Treatment Case or Restricted Work Day Case)

0

Man - hours - YTD: 2,529,499

Total Recordable Case Frequency (TRCF) – 1.58(Staff – 670,906 Contractors – 1,858,593)

2011 Performance BG T&T Total Recordable Case Frequency (TCRF) YTD

Jan

Feb

Mar Ap

r

May Jun Jul

Aug

Sep

Oct

Nov Dec

TRCF

Months

01234567

For more information, contact [email protected]

week ending 27 April 2012

After having spent 11 years in HSSE, preceded by 12 years in Operations—both offshore and onshore—it is my firm belief that safety performance is truly a reflection of a company’s business performance. Continual safety performance improvement cannot be achieved unless business is also performing well. And this is also true of our company— BG Trinidad & Tobago.

In 2008, we experienced a record high of 15 recordable injuries. In each of these cases one of our colleagues was either provided medical treatment and/or could not return to work the next day, or did so in a restricted capacity. Since

then, we have improved our safety performance—for example, the TRCF (total recordable case frequency) reduced by 25% last year, from 2.63 in 2010 to 1.99 in 2011. This essentially means that fewer of our colleagues were being hurt whilst delivering our business. During the period from 2008 to 2011 we also outperformed our production targets four years in a row.

Safety Message

In terms of overall progress in HSSE and Asset Integrity, the 2012 BG Group audit reinforced our improvement journey as shown here, along with our production and recent TRCF performance.

However, in safety there is no room for complacency. We have already experienced four recordable injuries this year. In two cases, our colleagues suffered fractures to their arm, and in other two there were minor injuries to the shoulder and lower back. All these cases have been investigated and corrective actions are being taken to prevent reoccurrence.

By Vrijesh Gupta, HSSE Manager 3.02.52.01.51.00.5

02010 2011 2012 Target

1.10

1.99

2.08

TRCF

Net Production

Budget

mmboe

Actual

353025201510

50

2007 2008 2009 2010 2011

Function 2009 Rating 2012 Rating

Health Needs impovement Satisfactory

Safety Needs impovement Satisfactory

Security Satisfactory Good

Environment Needs impovement Satisfactory

Operations Satisfactory

Engineering Satisfactory

Asset Integrity Needs impovement Satisfactory

Well Integrity Satisfactory

Findings P1 P2 P1 P2

13 32 0 5

BG T&T Life 5

Safety

Your feedback and ideas for improvement from our recent safety stand-down held on 16 March have been compiled and improvement actions are in progress. Some of the ideas require detailed discussions which are ongoing, and feedback will be provided.

We must believe in our goal of ZERO injuries as our true target. Each of our colleagues must go back to their families safely after each day’s work.

We must continue to build our safety culture where:

• HSSE is at the forefront of all decision making processes—we must always take time (be it two minutes, two days or two months) to properly plan our activities to ensure safe delivery.

1 + 4 + 9 = 0 Injuries

One Team

• A single team that has shared goals and commitments to deliver our business plans safely

• No distinctions

• Being safe together

• Integrated HSSE philosophy

4 OICC duties

All our one team have a responsibility to live our 4 duties

• Observation

• Intervention

• Compliance

• Contractor Management

9 Life Savers

Know them, live them and enforce training

Apply Life Savers to all areas of our work

Zero Injuries

We all must believe in our goal of zero injuries as our true target

Each of our colleagues must go back to their families safely after each day’s work

We must continue to build our safety culture where • HSSE is at the forefront of all decision making processes • Risk management and integrated planning enable operational excellence • Incidents and failures are our learning opportunities

• risk management and integrated planning enable operational excellence.

• incidents and failures are our learning opportunities.

We must:

• internalise the ONE TEAM approach—a single team, being safe together, shared goals and commitments, integrated safety philosophy.

• Focus on our FOUR duties:

• Observation—walk around with our eyes open and become an active observer, looking for unsafe acts or situations.

• Intervention—when we observe something that is unsafe, we have a duty to intervene and keep intervening until it is made safe.

• Compliance—the standards, policies and rules are there to keep us safe; we must comply with these and learn from the lessons of the past.

• Contractor Management—we are responsible for the safety of our one team who work with us, whether on a long or short-term basis.

• Compliance with our NINE Life Savers—Know them, live them and enforce training.

A simple representation of this approach adapted from another BG asset is given below.

I look forward to your leadership and commitment in days, weeks and months ahead. Please feel free to contact me anytime with your ideas and suggestions.

For more information contact [email protected]

BG T&T Life6

““

Safety

“I stand for One Team.”

“I am responsible for my safety.”

“I will ensure no one gets hurt.”

This is the pledge that all BG T&T staff made at the Town Hall staff meeting in March 2012.

But why is this pledge necessary?Safety lies at the heart of everything we do at BG Group, whether at home, in the office or at the work site. No matter where you work, getting safety right means demonstrating high quality, strong leadership and a deep commitment to safe behaviours.

To deliver our safety agenda, everyone working on BG Group business—regardless of who they are employed by—must begin to think and act as One Team with a single purpose: to safely deliver the plans BG Group has promised its shareholders.

What makes One Team?It’s simple. We are all members of One Team and we have a single purpose: to safely deliver our plans on time. We want to send everyone home safely at the end of each day.

What do we ask of you?When you come to work each day, put the safety of our One Team first, and commit to your personal safety and to keeping each other safe.

• Have trust and confidence among team members. • Express views and differences openly without worrying about

being made fun of or retaliation. • Stand up for what you believe. • Call others out on mistakes, intervene. • Show that you are open to learning new ways to get things

done. • Seek and apply learning from your own experience and that of

others. • Make decisions based on what is good for the company, not

your own self interest. • Go beyond the responsibilities of your role to benefit our One

Team.

We doh have to work unsafe

We doh have to change we pace

We cud do all we wuk much safer

Ohh we will work safer forever


Well we all are working hard

Filling out condition card

We’ll not take a chance-not ever



Well Derek he is the boss

And no time he wants to loss

He doh have to tell we want to do

We work safe on a Sunday

Straight up to Saturday

We all know what we have to do

We will always work safely over and over

Yes we want to work safely forever






We full out we safety card

No bossman cyah get on mad


From safety is no holiday

We will practice it everyday









LTI-we does vex

Want no one to be the next

We done know all dat we have to do

In a scaffold up a wall

Use de harness-stop a fall









Well we all are working hard

Filling out condition card

We will not take a chance-not ever



SAFER FOREVERThe following song was written by Barry Manickchand, BG T&T’s Principal Production Engineer. Sing it to the tune of Trinidad and Tobago’s Chutney Soca Monarch Winner 2012 song ‘Single Forever’.

ONE TEAMBEING SAFE TOGETHER

BG T&T Life 7

President’s HSSE Awards

Observation Highly Commended:

Lemuel Bain—Spotting and reporting the condensate leak on the bleed line for V-205.

Shumba Hodge—Observed a fire extinguisher with gauge that needed recharging.

Winner:

Rodney Brown & Michelle Mohammed (ISTL)—For identifying and reporting a gas weep on the pig receiver door seal.

InterventionHighly Commended:

Ashram Ramesar—Identified improper use of lifting equipment and prevented a serious incident.

Quinton Issac—Intervened to stop a vehicle reversing onto an electrical panel box in car park.

Andre Nanan (Kenson)—Intervention on contractors erecting scaffolding without following all of the items listed on the TRA. Reinforced effective communication between the banks man and the truck driver.

Winner:

Neverson Roberts—Noticed a coverall left on the railing which was in close proximity of the heli-deck which could have led to major incident if it had been caught in the helicopter rotors.

ComplianceHighly Commended:

Suraj Persad (RSCL)—For adhering to BG T&T Control of Work procedures and guidelines.

Kevin Harripersad (BG T&T)—Proactive support to BBS and HSSE committees to enhance quality, participation and contribution with staff and contractors.

Anthony Mitchell—Work done over the last six months supporting the Starfish and PEO CEC applications and subsequent follow-up with the EMA.

Winner:

Jerome Taylor—Design and constructed an innovative MSDS station that helped compliance with ISO 14001 and OSHA 2004. BG Auditors commended this effort and proposed similar stations for all sites.

Contractor ManagementHighly Commended:

Richard Ishmael—Reinforcing “One Team” approach to requests. Positive approach and compliance.

Stork (RGB)—Reinforcing “One Team” approach to requests. Positive approach and compliance.

Winner:

Adrian Forte (HHSL)—For consistently conducting 2 PTW audits per day and promoting the use of CRC cards (3 per day) in Dec–Jan.

The following persons were recognised at the Q1 Townhall:

BG T&T Life8

Safety

Gold Hard Hat Awards (GHHA) will recognise ambassadors for safety among our One Team. These are targeted at the global community of PPE wearers, but they are open to all. A GHHA will go to individuals who demonstrate outstanding behaviours and ideas, in particular the four duties we expect from everyone: Observation, Intervention, Compliance and Contractor Management. GHHA

The Gold Hard Hat Awards

Process

Asset Management Team (AMT) decide nominations

and add commentary

Great safety behaviors lead to online nominations by peers

Final nominations go to Selection Committee

1

2

3

4

Winners

will run alongside the President’s quarterly HSSE Awards.Please nominate anyone who displays extraordinary safety commitment well over and above the norm through this link:http://www.bg-group.com/stepforward/OneTeam/Pages/GoldenHat.aspx . Those of you who are contract owners have a particularly vital role to play in informing your providers

about the GHHA and encouraging nominations.BG Group will celebrate the achievements of our Gold Hard Hat Award winners, ensuring everyone knows the impact they have had on the safety of our One Team and will make US $1 000 donation to a local charity in their name.Remember, One Team is not about whom you work for or whose logo is on your coveralls. It’s about

committing to your own personal safety and to the safety of those around you. It’s about caring for you and for others in equal measure. We all want to go home after each work day—safely, to spend time with our families and friends.

If you need further details, please contact [email protected] .

Finding our One Team safety ambassadors


Behavioural-Based Safety is one of the tools BG T&T utilises to ensure that the risk of injury to self and others is mitigated through effective observations and safety discussions. The reasons why injuries occur are many: complacency, shortcuts and a lack of focused attention to everyday hazards. The one common thread is “behaviour”. One way to change these behaviours is to return to the utilisation of the observation processes we have in place.

As a refresher, let us return to some important precepts of the Behavioural-Based Safety programme:

1. The Core Process2. Statement of Commitment3. The Feedback Model4. Sustainability

The core process

Observations Root cause Safety action & feedback analysis plans

On a monthly basis, the observation data will be collated and trended. For those behaviours of concern, safety action plans will be formulated. Closing the actions on these plans will be critical to BBS positively impacting the HSSE performance and improving the safety culture of the Asset.

The BBS observation data is used as a leading indicator to the Asset’s incident data to ensure the process is achieving the ultimate goals.

Statement of commitment In December 2008, the Steering Committee presented their proposal to the Asset Leadership Team (ALT) and received approval to move ahead with the BBS programme. The Statement of Commitment was signed

BG T&T Life 9

Safety

by all members of the ALT and the Mission Statement adopted by the BBS Steering Committee. Since then, management continue to play an important role in sustaining the programme by individual observations on sites to facilitating training and promoting celebration and recognition of staff and contractors’ involvement.

The Feedback modelIt’s a simple model:1. observe the behaviour, 2. state the impact, 3. pause and listen, and 4. reinforce the safe behaviour.

SustainabilitySustaining the process starts with dedicated and innovative individuals across the Asset taking on leadership roles on the committee. The BBS Steering Committee convenes quarterly meetings, whereby the BBS Chairpersons gather to review the process at each site and plan for the following quarter. Safety Action Planning (SAP), derived from the RCA recommendations and planning for recognition and celebration at the site level, is also critical to sustaining the process.

As we plan to increase our activities around the asset (50-in-20), behavioural-based safety will continue to be challenging to manage. The risk of complacency will have to be mitigated and the behavioural safety conversations that you continue to have with your colleagues will play an important part in preventing injuries and incidents. Training continues to be another fundamental aspect of the programme, and monthly sessions in 2012 are geared to keep new employees’ (staff and contractors) competency up to speed with the business challenges.

If you have ideas, suggestions or are willing to contribute to sustaining the BBS process you can email your feedback to [email protected] .

BBS - Changing Behaviours for the Better

Returning to the fundamentals

Why BBS?


BG T&T Life10

Our business

BG Group has been operating in Trinidad and Tobago since 1989 and is a key gas producer in the country. BG Group supplies gas to the domestic market and to Atlantic with approximately two thirds of production being exported as LNG and the remainder going to the domestic market.

So does BG stand for British Gas?

BG Group de-merged from British Gas in 2000 and British Gas exists as a separate company in the United

For more information visit www.bg-group.com

Kingdom. In Trinidad and Tobago, the name was legally changed in 2005 from “British Gas” to “BG Trinidad & Tobago” or in short “BG T&T”.

Now you’re in the know!

BG Fast Fact

BG T&T Life 11

Our business

Following the successful presentation of the BG T&T ‘50x20’ growth strategy by Derek Hudson to the Group Executive Committee on 20 March 2012, Chris Finlayson, Executive Director and Managing Director BG Advance, visited BG T&T from 22 to 24 March. It was Chris’s first visit to Trinidad and Tobago. During his three day visit to BG T&T, Chris spent one day in our head office in Port of Spain and then

two days visiting operational sites, Dolphin platform and Atlantic.

Chris received an update on key activities in our business during his day spent in both BG House and the St Clair Place buildings. These included results of the recent HSSE and Asset Integrity audit, 2011 operations review and an update on the Starfish and Dolphin Production Enhancement (PEO) projects.

Chris commented that the progress on HSSE and Asset Integrity had been “outstanding” in BG T&T. This was evident when visiting our sites, but also demonstrated by the audit results which confirmed the excellent progress in this key area.

Chris also visited our Emergency Call Center (ECC) and was very impressed with our overall approach to security. He commented that the ECC set-up was a good example for many other BG Assets to follow and encouraged

BG T&T to share this best practice across the Group.

Chris gained a good understanding of the PEO and Starfish projects which we plan to sanction in Q2 2012 and acknowledged the rapid progress made on the PEO project to get the project to a point of sanction in a little over six months from inception. He also noted that 2013 would be a very busy year for BG T&T with the accommodations upgrades on all offshore facilities, installation of the NCMA 4a compression module on the Hibiscus platform, and drilling on both the PEO and Starfish projects. Chris noted this will challenge our integrated planning and interface management skills.

During Chris’s visit to Dolphin he was able to meet and talk with the BG T&T staff and contractors on the platform. He was impressed

with the high standard of ‘house keeping’ on the platform and also with the knowledge of those staff and contractors he spoke to. He appreciated the significant progress that had been made with the asset integrity works on the platform and acknowledged the major work still ahead of us on the facility and stressed the importance of good integrated planning.

On his final day in Trinidad, Chris visited Atlantic with Nigel Darlow, the CEO of Atlantic, where he had the opportunity to see first hand this world class LNG facility.

Chris left Trinidad and Tobago with a very good impression of BG’s business here and supportive of the Asset’s growth plans, which will include a proposed 3D seismic programme over the ECMA area and looking for new exploration opportunities in future bid rounds.

Chris Finlayson visits BG Trinidad & Tobago

By Gary Thompson, Deputy Asset General Manager

BG T&T Life12

Our business

Energy Conference 2012

By Virun Mahabirsingh, Principal Commercial Advisor

The Energy Chamber of Trinidad and Tobago held its annual Energy Conference from 6 to 8 February 2012. This conference has become the premier energy conference in the region, providing the opportunity to discuss the energy industry in Trinidad and Tobago while taking into account all the global trends and challenges facing the industry. It was well attended by major stakeholders, including gas suppliers, service providers, downstream companies, investors and government agencies. Hence, the conference presented an ideal

opportunity to meet key decision makers in the industry.

The theme of the conference, “Striking the Balance”, was quite appropriate given the current climate of the energy industry in Trinidad and Tobago. The country faces several tough decisions which could shape the long-term future industrialisation of the country. Declining gas reserves, exploration activity, capital investment attractiveness, new potential markets and sustainable development were some of the critical issues that various presenters addressed.

The first speech of the conference was given by the Minister of Energy and Energy Affairs, Senator the Honourable Kevin Ramnarine. The Minister stated that aging infrastructure, impact of shale gas in US and mature assets were additional factors affecting the local energy industry. Investment was essential and the country was open to competition from other emerging energy markets. The decline in oil production since 2006 was the most alarming aspect, the Minister stated, as high oil prices counteracted declining oil production levels. Furthermore, the natural gas supply shortages that occurred at the Point Lisas industrial Estate in 2011 resulted in additional loss of revenue for the country.

An open panel discussion on the Trinidad and Tobago gas value chain continued the “Striking the Balance” theme. This panel included some of the major players throughout the gas chain in Trinidad and Tobago including our President Derek Hudson. Topics ranging from gas supply deliverability, natural gas pricing, upstream development costs, to the role of the National Gas Company (NGC) and the future outlook of the local gas market were deliberated and debated in great detail. Suggestions for the current

Trinidad and Tobago natural gas merchant model were made whilst considerations were given to the market demand and supply risk being spread across the entire value chain.

The second day of the conference focused on energy companies providing updates of their operations in Trinidad and Tobago. This presented the perfect opportunity to acquire invaluable market intelligence from bpTT, Repsol YPF, Centrica, Niko, Atlantic, Petrotrin, National Energy Corporation (NEC) and NGC. Some of the main points from these presentations included:

• 20 million man hours without LTI by bpTT

• Successful completion of largest single 3D seismic survey ever shot in Trinidad and Tobago and one of the largest in the world by Niko and Centrica

• Focus on Guyana, Cuba and Venezuela by Repsol

• Re-examination of NGC’s role

Our Chief of Staff, Krysta De Lima, presented the BG T&T update, which focussed not only on the Asset’s projects but also on its safety, people and society initiatives.

BG T&T Life 13

Our business

BG Trinidad & Tobago was honoured for outstanding work in the area of Corporate Social Responsibility from the Energy Chamber of Trinidad and Tobago at the 2012 Energy Conference, held 6-8 February 2012. BG T&T won all four categories entered.

Energy Chamber CSR Awards

Corporate Governance: for developing and adhering to corporate governance policies. Angelique Parisot-Potter won for the implementation of our Ethical Conduct Policy and Associated Standards.

Sustainable Supply Chain (Operator category): how to apply supply chain initiatives to help develop local businesses. Orissa Forde Carrington won for work with the environmental company Oil Mop Services Ltd.

Best Environmental Project: Gina Ramcharan, Sherwin Ishmael and Kristian Patience won for the de-commissioning project at Central Block.

Best Social Investment Project: for the innovative social investment project and its relevance to the wider community. Leslie Bowrin won with partners bpTT and Atlantic for the Nature Nurture Project to address youth at risk.

BG T&T Life14

Our business

There is no doubt in my mind that this organisation is brimming with young, bright talent, with unconventional, very different ideas on how to do things better—in fact, I would go so far as to say that it is a ‘Trini’ thing. There are examples everywhere—marketing, industry, culture. And I love it. After all, innovation is the key to one’s future.

The BESS (Business Enhancement and Sustainability Strategy) Project was launched on 2 March 2012 to a packed audience at the first Townhall for the year.

The concept behind this initiative was to generate new ideas and workflows which BGT&T can adopt to support the 50x20 strategy, under the mantra of “what got us here won’t get us there”. Furthermore, it gives us all an opportunity to contribute to the growth evolution of the organisation.

Getting the BESS from our bright BG people

The interest in and response to the BESS project (an innovation in itself) proved this through and through.

• Innovators were asked to submit their ideas to [email protected].

• We received more than thirty entries from almost every BG T&T department—this means that we got a new entry every day!

• The entries have all been exceptional—well thought out, game-changing for the company.

• Common themes were recognised from day one—a number of you observe and have similar views on certain things.

• Until the end of August, these innovators will continue to work with their own multi-disciplinary team to move the idea to execution.

• In September, all five innovators will present to a guest judging panel, and the top innovation will be selected. It will then be integrated into the BG T&T business going forward into 2013 and beyond!

• Even though the deadline for innovations has passed, we are happy to receive your ideas which will be evaluated for future integration into the business.

This initiative is eagerly supported by your leadership. Committing to bake the winning entry into the 2013 Business Plan is no small feat. With the help of the Business Services department, we have designated a meeting room on the first floor BG House, for the sole use of the BESS project. When finished, the room will look nothing like any other meeting room in BG! Its design will be slick and hip, the colours rock, and it will have all the tools necessary to dig deep into the brains of workgroups. It will be a think tank in every respect.

I see this project as turning point for the communication and implementation of new ideas in our organisation. I want to take this opportunity to thank all innovators and contributors to the BESS initiative and am excited to celebrate the winning proposal.

By Joanna Rostant, Change Manager

““

“The BESS Project represents our opportunity to personally contribute to the growth and deliverability of BGT&T—to create our own future!”

BG T&T Life 15

The 2012 PCA (Policy and Corporate Affairs) Forum brought together PCA representatives from BG Group businesses from around the world from 5–7 March 2012. The two days of discussion focused on the changing context for PCA work, both in the external environment and within BG Group; the challenge of integrating PCA work more fully into the business at asset level; and the need to bring an increasingly complex set of issues into unified ‘Licence to Operate’ strategies. The objectives of the Forum were to:

• develop a shared understanding of socio-political context for the delivery of BG Group’s business

• discuss and gain alignment on relevance of those issues to PCA and how we adapt and respond

• build relationships with global colleagues.

Krysta De Lima, Chief of Staff, BG T&T, represented Trinidad and Tobago at the Forum. One of her main contributions focused on how Integrated Planning had worked well for PCA in BG T&T. Krysta explained how PCA was actually involved in every significant meeting in the business and ensured that other parts of the business were meeting their stakeholder management objectives, as part of the integrated system.

Chris Finlayson, Executive Director and Managing Director, BG Advance, and John Grant, Executive Vice President, Policy and Corporate Affairs, BG Group, both set out the ways in which a changing context for the industry had put PCA more at the heart of the company’s key strategic decisions. Chris explained “The future will not look like the past, and PCA will play a huge part of that”. For more information, contact [email protected]

2012 Senior Leaders’ PCA Forum

Our business

BG T&T Life16

In 2012, we have completed one major planned shutdown and two Readiness Reviews, and we are working towards the major shutdowns planned for Q3 of 2012. Needless to say, we have continued with the momentum building on our successes of the 2011 shutdowns.

Year to date completed Shutdowns

19 January 2012 marked the start of a planned ten-day shutdown of Central Block Facility; this was driven by Asset Integrity work. The major work scope included:

• Cleaning and inspection of: Condensate Tank, Gas/Gas Exchanger, LTS 2, Condensate Re-boiler Stabiliser, Export Condensate Air Cooler, Produced Water Tank and Produced Water Degasser.

• Hot Oil Package Burner inspection.

• Fabric maintenance—Hot Oil Skid and Glycol Regen Package.

• BTIC—Tie ins to Closed Drain Header, Open Drain Header, Vent Header, Change Header line to HP KO Drum from 12” to 14”, CR2 Valve installation and instrumentation, Production Manifold Supports modification and Valve Installation, Compressor electrical work.

• DCS Upgrade (Non BTIC)

• 440V Breaker servicing

• Load Bank housing repairs

Despite the loss of one productive workday (24hrs) because of flooding in the area that restricted access to the CB facility, the entire workscope was completed and the facility restarted only seven (7) hours behind the original schedule. This truly is a demonstration of high performing teams working within and alongside BG T&T. Congratulations to all the teams involved for recovering the schedule and ensuring a safe execution of the shutdown. Below is a summary of the HSSE statistics:

Peer Readiness Reviews—“SELECT” Phase

The two shutdowns which are our main focus for 2012 as an Asset are:

1. ECMA—30 day, Q3, major workscope includes Dolphin Relief and Blowdown project work, other key AIBE (Asset Integrity Brownfield Enhancement) projects and potential PEO (Production Enhancement Opportunities) work. Beachfield Flare Upgrade project work, other AIBE work such as the Open Drains Project as well as potential accommodation pre-works on both facilities.

2. NCMA—18 day, Q4, major workscope includes 4A Compression Tie-Ins on Hibiscus. Asset Integrity work and Accommodation pre-works on both Facilities.

In line with the OSCAR Shutdown Roadmap a “SELECT” Peer Readiness Review was completed in mid-February for the Phase 2 “Conceptual Development” of the Shutdown Roadmap with our Shutdown Specialist from BG Advance, Hady Ahmad.

The Phase 2 “Conceptual Development” begins eleven months prior to any major shutdown and ideally all the deliverables are to be achieved nine months before the shutdown starts. During this period the following are the deliverables:

• Core Team named

• SD Opportunity & Framing Document

• List of Stakeholders

• Stakeholder Communication Plan

• Engineering Workpack Delivery Schedule

• SD Planning Milestone Schedule (Set SD Date)

• Phase 2 Decision Support Package

• Populate a SD Readiness Plan

• Long Lead Materials identified / confirmed

• Develop Improvement Plan (lessons learned)

• Review Offshore Manning for Shutdown

Shutdowns 2012What have we accomplished? What’s on the horizon?

HSSE summary of the CB shutdown Total

Incidents/near misses 0 BBS observations 8

Condition reporting cards 36

PTWs 378 PTW audits 24 Manhours 37,230 Safety stand downs/muster 3

By David RamcharanLead Shutdown Planning Engineer

Our business

Works in progress on the Condensate Tank

South Side of Gas / Gas Exchangers—Channel Head Cover removed for cleaning and inspection

BG T&T Life 17

• Produce Shutdown Worklist

• Risk Management Meeting No 1

• Peer Review Report (Select)

• BG confirms SD scope to projects / ops modifications teams.

• Procurement Tracking Register

• Phase 2 Budget Estimate

With the Focus areas being:

• Dedicate Resources

• Engineering / Project Deliverable

• Define Work List Criteria

• Review of S/D History & Lessons Learned

• Complete Inspection / Verification Worklist

• Stakeholder Communication

• Shutdown Kick Off Meeting

• View Crew Change Schedules to Adjust Milestones Schedule

• Shutdown Action Tracking

The “Select” Phase Peer Review focused on the above and was based on the seven (7) major categories of shutdown management; a summary of the overall readiness scores are shown below.

Key recommendations out of this review are:

1. NCMA

a. Early SIMOPS (simultaneous operations) workshop to be held and PoB (people on board constraint) needs to be challenged based on the workscope.

2. ECMA

a. A clear plan with the PEO Project must be outlined to minimise the risk to the Dolphin shutdown planning and preparation.

b. The Beachfield Flare Upgrade Project engineering and materials to be closely monitored and possibly expedited.

3. General

a. Any job that does not meet the four-month deadline must be rescheduled to a future shutdown.

b. MOCs (Management of Change) for all project workscopes must be in the system and approved early to prevent the late rush for approval and to allow sufficient engineering review.

c. A workscope prioritisation workshop is required to manage workscope vs POB constraints.

The February Steering Committee Meeting was presented with the full details of this Peer Review and approved moving to Phase 3 (Work Development) of the BG T&T SD Roadmap.

Ending Q1 and into Q2 2012

From now until the end of Q2 2012 what can we expect?

1. Planned short duration shutdowns (less than2 days) for Central block in March, April and May to facilitate BTIC project commissioning work.

2. SIMOPS workshops for ECMA and NCMA in March.

3. ECMA one (1) day shutdown in April to adjust the mechanical stops on the pig receiver isolation valve on Beachfield, adjust level alarms and trips at Beachfield and to liquidate some critical corrective maintenance work on Dolphin.

4. Continued work on Phase 3 (“Work Development”) of the BG T&T Shutdown Roadmap.

5. “DEFINE” Phase Peer Readiness Review in May.

6. Continued Rollout of the Shutdown Roadmap to the various sites.

CategoryNCMA

Gap vs Target

Dolphin

Gap vs Target

Beachfield

Gap vs Target

Organisation & Administration None None None

HSSE None None None

Planning -5% -5% -5%

Workscope -9% -12% -12%

Procurement -4% -6% -6%

Costs None None None

Manpower & Logistics -8% -10% None

The February Steering Committee Meeting was presented with the full details of this Peer Review and approved moving to Phase 3 (Work Development) of the BGT&T SD Roadmap.

Our business

View of CB Facility during SD from on top of the Condensate Tank

View of CB Facility Showing BTIC New Cooler Fans for Compressors

BG T&T Life18

Our business

Life after production is about BG Trinidad and Tobago’s journey to the green decommissioning of the Carapal Ridge Gas Processing (CRGP) Facility and associated receiving facilities at the Trinity Metering Station (TMS).

The CRGP Facility and its associated receiving facilities at the TMS was constructed in 2001 and was commissioned by Vermillion Oil & Gas (Trinidad) Limited in 2002 to test and develop the hydrocarbon reserves in Central Block, Moruga. The facility was acquired in 2004 and became obsolete in 2007, when it was replaced by the BG T&T Evergreen Gas Processing Facility to meet expanded production capacity.

Using environmental techniques and tools within the decommissioning life cycle effectively removes the safety and environmental risks associated with these ‘dormant’ facilities. Although the CRGP Facility was positively isolated from the adjacent ‘live’ facility to eliminate the risk associated with a major accident or environmental event, it contained unknown quantities of hazardous liquids that contributed to the deterioration of piping, tanks, vessels and seals, which could potentially lead to leaks or spills over time.

The overall project objective of green decommissioning focused on pollution prevention, responsible waste management, legacy management and strong stakeholder engagement, using environmental techniques and tools.

Key stage activities

Life after production:Improving the environmental footprint at Central Block

Key stage outcomesFront end engineering

ENVID and HAZID workshops, attended by a multidisciplinary team, afforded the Project the opportunity to identify the main environmental and safety risks associated with the decommissioning process. Also, engaging with the EMA and MEEA at this stage allowed the Project to understand the regulators’ concerns and gain early alignment on the way forward.

A full inventory of waste streams was developed and mapped to potential waste disposal companies. This information led to a modification in the initial flushing, cleaning and liquid waste disposal strategy when it was recognised that glycol and oily waste could not be treated by a single contractor. As a result, the flushing and cleaning circuits and transportation had to be segregated to ensure the glycol and oily waste streams did not mix.

Project execution

During the execution phase, significant environmental risks were managed via the Asset’s Environmental Management System. Each risk was assessed and the appropriate mitigation measures were implemented. Results from this assessment included:

• Baseline environmental site assessment which showed no soil contamination against US EPA and Dutch standards.

• The application of the assurance process (audits) ensured that waste disposal methods met BG T&T internal HSSE requirements.

• Detailed volumes of all waste streams recorded and tracked via manifest system from site to end point which demonstrated duty of care.

• Audits of sub-contractors revealed gaps in the technical process for treating the glycol waste stream. These gaps were closed before any glycol waste was received for treatment.

Site restoration

The site is to return to a suitable condition according to BG Group Environmental Standard, Well Engineering Technical Guidance and regulatory compliance with an established Environmental Monitoring Programme.• Post-Decommissioning Environmental Site Assessment Survey

• Complete site restoration• Continuation of ground water monitoring

• Positively isolation of GRGP facility from the ‘live’ facility• Sampling and analysis of vessel contents• Audit of all potential waste contractors and sub-contractors• Flushing and cleaning for a hydrocarbon free system• Dismantling of all electrical, instrumentation and mechanical equipment;

structures and piping• Removal and appropriate disposal of all waste streams• Monitor, measure and report all waste streams

• Evaluation of decommissioning options to consider the environmental, technical, safety and economic merits of disposal

• ENVID and Hazard Identification (HAZID) workshops attended by the Environmental Management Authority (EMA) and Ministry of Energy and Energy Affairs (MEEA)

• Identification of and application for Permits and Consents• Development of Contract Strategy for execution• Identification of all waste streams and suitable end points• Definition of scope for execution of chosen option• Pre-Decommissioning Environmental Site Assessment Survey of soil and ground

water• Development of stakeholder engagement plan for life cycle

Front EndEngineering& Planning

ProjectExecution

(Site Work)

Site Restoration

BG T&T Life 19

Our business

Stakeholder managementEarly alignment with the community and regulators paved the way for effective decision-making on the project execution strategy.

Through audits, BG T&T was able to make recommendations for improvement in the contractor’s HSSE Management System and ensure that these recommendations before commencing work onsite.

ENVID and HAZID workshops saw active participation by a multidisciplinary team from within BG T&T and external stakeholders. This forum provided an exchange of ideas, perspectives and solutions for a more robust and enhanced project.

Waste management In total, the project successfully treated and appropriately disposed of 98% of the waste streams generated using local vendors. This included the treatment of 42% of hazardous liquid waste and the treatment and recycling of 56% of hazardous and non-hazardous solid waste. Only 2% of the non-hazardous waste generated was sent to landfill.

• 170 bbls of glycol liquid wastes were incinerated...enough drums to completely fill two (2) forty (40) foot containers!

• 1,305 bbls of hydrocarbon liquid waste were treated and disposed, enough drums to completely fill 16 forty-foot containers!

• Approximately 300 tonnes of scrap metal to be removed from site by pre-approved dealers, equivalent to 40 adult elephants!

• Potential cost savings from the re-sale of equipment and sale of scrap metal.

• Electronic waste removed and treated appropriately; zero e-waste to landfill.

Key achievementsThrough the identification of key project risks and effective stakeholder and waste management, the project was able to meet its overall objective with a number of key achievements:

• First Decommissioning Project to be given approval (for size of facility) by the MEEA.

• Project serves as a benchmark and provides guidance for any future onshore facility decommissioning.

• Strong and comprehensive engagement programme involving stakeholder consultation with EMA, MEEA and community to gain alignment on project execution plan.

• Zero spills during draining, flushing and cleaning.

• Zero e-waste to landfill.

• No personnel exposure to hazardous fluids.

• Cost savings through the use of local waste disposal companies, the re-sale of equipment and sale of scrap metal (approx. 300 tonnes).

• Built contractor and sub-contractor HSSE capacity through the C&P assurance and auditing process. HSSE gaps were documented and closed before commencement of site work, significantly reducing environmental risk.

• Commitment to Best Available Techniques (BAT) for the incineration (Thermal Desorption) of waste glycol.

As this was the first decommissioning project within BG Group, BG T&T have successfully piloted a framework built on environmental techniques and tools and have shown the capabilities of both BG and Trinidad and Tobago contractors in delivering a green decommissioning project.

Decommissioning of CRGP and TMS

Reuse/re-sale

The Project Waste stream End points

Incineration(thermal

desorption)

Treatment& disposal

Recycle

Recycle

E-waste

Hydrocarbon(liquid)

Glycol(liquid)

Scrap metal(solid)


BG T&T Life20

Our business


Some of you may have heard me mention a ‘values-based’ compliance programme. What does that mean and how is that different to a ‘rules-based’ (and what is that?) compliance programme?

Well, it’s all about your behaviours, the behaviours of every one of you reading this article—and I hope there are lots of you reading!

Making sure that you comply with the laws (whatever those laws are) does not mean that you are necessarily making ethical decisions. When you receive advice from a lawyer (and I’m not wearing my lawyer hat here) that advice tells you what you can do and what you cannot do from a legal perspective. It does not mean that once you are acting in that (legal) manner you are automatically acting ethically. There could be occasions when although you are acting within the law and therefore not illegally, you are at the same time acting unethically.

If it’s legal, it’s ethical … right?

By Angelique Parisot-PotterLocal Compliance Officer

InterventionLet’s look at the second pillar of OICC which supports our One Team approach - INTERVENTION!

You see a member of T&TEC (the electricity authority for the country) with no PPE climbing a ladder, which is not being supported, and above him there is a cable that appears to be live. The other crew members are out of sight eating doubles. You walk on by. The next day you read in the newspaper that a T&TEC crew member was electrocuted and while still alive, albeit barely, fell off a ladder and cracked his skull and later died. You think “Well, I didn’t do anything ‘wrong’. I wasn’t at work, it didn’t happen on BG’s premises, it was a Sunday morning and I was late for church and hungry for my doubles afterwards”. You ask yourself, late at night, could I have prevented a death? Should I have intervened and perhaps saved a life? Would I have intervened if it had happened on a BG work site? Then you comfort yourself with the thought that you had no legal obligation to try and stop the job, so legally, you are okay.

Well, I think all of you know better than that. It may not have been illegal to do nothing, but it was certainly unethical. In BG we have examples every day of people intervening and stopping unsafe work, on and off BG sites, yes, because that is what BG asks of us, but also because it is the RIGHT

thing to do, it is the ETHICAL thing to do. Remember the poem we heard at the last Town Hall, “I could have saved a life that day, but I chose to look the other way?”

Rules-based vs. value-basedIn a rules-based system, we follow the rules and that is the end of our responsibility. So if we can legally walk on by like my scenario man/woman without violating any laws then we are okay. You have to live with your conscience but no police officer is going to escort you to prison for walking by and looking the other way. In a values-based system, we think about the situation and check out the ethical dilemma. If I can save someone’s life, do I have an ethical obligation to do so even if I don’t have a legal obligation to do so? The answer is YES!

If nothing is written about a particular situation, then can we do whatever we feel like doing on a particular day, yes, perhaps in a rules-based system because there is nothing ‘written’ to stop us from taking any particular action. In a values-based system, we would question ourselves and ask ourselves what is the right, or ethical, thing to do?

Laws can vary in countries and across times. For example, in the United States, facilitation payments are legal, but in the UK they are illegal. Not long ago, children in

England were allowed to work in mines, glass factories, and textile and other industries instead of going to school, until the Fair Labour Standards Act was passed in 1938. It is usually the political will and economic interests of a country that determine the laws. Ethical norms and standards, written or not, rely on no one person or country. African slavery in the New World was legal at one time, was it ever ethical? Absolutely not. So ethics defy times and cultural and societal norms, they are the same for everyone, everywhere.

Ethical Conduct PolicySo we have our Ethical Conduct Policy and associated standards, and we host training to explain the rationale and how to apply and implement these policies. But it is up to you to think about any ethical dilemmas presented to you, notwithstanding any legal framework or lack thereof, and to decide on your reaction and action. Of course, you must follow the rules, but we have to get to a place where we realise that not everything can be prescribed. There will be situations where there are no rules to guide us, and that’s when our ethical compass comes into play. Laws are rules that are applicable and enforced. Ethics is about how we interact with each other. The word ethics is derived from the Latin ‘ethos’, meaning character.

“

“

“We have an ethical responsibility to intervene if we see something unsafe. We must not choose to look the other way.”

BG T&T Life 21

Our business

Ethics consists in learning what is right and what is wrong and doing the right thing. If it doesn’t feel right it probably isn’t!

We all work and live together, we must be accountable to our fellow workers, family members, friends, neighbours and, yes, the stranger in the street. We have an ethical responsibility to intervene if we see something unsafe, we must not choose to look the other way. So that’s why breaking a law means you might face a stint behind bars, and that’s why, not following and living BG’s Business Principles and the Ethical Conduct Policy means you have disappointed yourself and your colleagues—there will be other sanctions of course. Don’t you want to work for a company where everyone does what is legal and what is ethical and therefore goes beyond the law?

The rules-based system relies on legal terms, training, rules of conduct, and penalties for noncompliance. The values-based system relies upon self-policing and motivation, rather than only policing and enforcing discipline. It relies on the willingness of individuals to be the bearer of bad news.

We have our Business Principles, we have our Ethical Conduct policy and we have training. Now we need YOU—because businesses and people who put ethics first will be the winners and will get the respect, success and admiration they deserve.

What are we trying to do?Our compliance programme exists to prevent unlawful conduct by ensuring we all conform to rules imposed by, among others, the Bribery Act and the FCPA. These frame compulsory behaviour, i.e. behaviour and actions that if not followed would be illegal. However, we also want to encourage the values-based approach to ensure that our behaviours conform to ethical norms whether prescribed or not. This is what we call discretionary behaviour, where we need to think about a dilemma and come to the right, ethical, decision. We all should take into account ethical considerations when making business decisions.

We want an environment where we share the same values; where, if we have a dilemma, we can discuss it among our peers and seek advice whenever we need to. Each of us can make it happen by being willing to discuss, listen, be aware. Be willing to deliver bad news.

Do it’s not only about the law. Our statement on values and ethics is clearly set out in the Business Principles. We treat people with fairness, respect and decency; we act with integrity, fairness and transparency; we do not tolerate corruption in any form whether direct or indirect. You don’t have to be a lawyer to understand those statements and live within them.

Windows 7 is coming soon!

Are your applications Windows 7 compatible?

All BG Group employees and contractors are scheduled to receive the new Windows 7 operating system and Microsoft Office 2010 package on their computers during 2012. This will provide everyone in the Group with the new desktop experience. The new operating system will provide a number of capability advancements for end users, including improved performance, search, desktop functionality, security and power management. It will also provide a platform for introducing new applications, as many vendors are no longer developing for the current Windows XP operating system, and will enable significant cost savings through desktop standardisation and ensuring that XP is replaced prior to falling out of extended support with Microsoft in April 2014.

In preparation for this global deployment, an audit has been completed to identify every application that is currently installed on BG Group computers globally, and all BG Group applications have undergone technical discovery, packaging and testing to ensure they will be compatible with the new Windows 7 operating system. If you own an application or are currently introducing an application to the BG Group estate, you must ensure your applications are Windows 7 compatible. If you have any queries regarding the Windows 7 compatibility of any applications on which you currently work or the Windows 7 Desktop Deployment project, contact the Trinidad Helpdesk.

Message from IT


BG T&T Life22 BG T&T Life22

Our people

Developing high levels of employee engagement is a source of competitive advantage.

Organisations who have managed to develop a highly engaged workforce are more successful on almost every organisational metric: turnover, productivity, effort, performance, and profitability. Not surprisingly, these are the successful metrics that BG T&T has managed to achieve over the past few years.

To allow us to continually build on employee engagement we need to examine the individual employee, how he or she makes decisions about their work, and ultimately the effect those decisions have on their engagement level. We understand that employees engage when they believe that their investment matters.

Emotionally committed employees use phrases like

“I care,” “I believe,” “I am proud.”

So why do we need this?Engaged employees are more efficient, quality-oriented, innovative, and customer-focused. Not only do they choose to work harder and longer, they are safer on the job and are loyal and committed to the company. Engaged employees have the best interests of the organisation in mind and support a culture of high expectations for their colleagues. When employees are fully engaged, the sense of family becomes evident in an organisation,

and the heart and soul of a company is developed. If we in BG T&T want to achieve our vision of 50 x 20, we have to be engaged and believe in the strategy we have built. We have to keep our heart and soul alive!

Why we benefit from our own high caliber engagement:• Our life and work will be richer and more fulfilling when we are engaged

in our work.

• We will leave work each day with a stronger sense of satisfaction.

• Our engagement will achieve results that matters to us, our organisation, and our country.

• A high level of engagement is the fast train to career development.

• If we are parents, our engagement at work will offer a positive and constructive role model of work for our children.

• We prevent ourselves from becoming disengaged victims—seeing the company as the enemy, leaders as villains, and being unhappy with our lot in life.

• When we are fully engaged we are less likely to be afraid to challenge others and the organisation to be their best.

So as we continue to forge ahead, determined to be one of the major players in BG’s global business, let us keep in mind three simple concepts—Think it, Feel it, Do it—that provide a new perspective on engagement by providing insights into how employees make the daily decision to interact and how we can keep a motivated workforce for 50 x 20.

Moving from good to greatThink it, Feel it, Do it!

Bryan Sealy VP Human Resources

BG T&T Life 23

Our people

The ‘Think it, Feel it, Do it’ modelEmployee engagement is the cognitive, emotional and behavioural energy that employees direct toward organisational goals. Simply put, engagement is how much effort an employee is willing to put into his work. Engagement has long been believed to be a one-dimensional concept, whereby all engagement is the same, but this is not always the case. Research suggests that employee engagement actually has three distinct components—cognitive, emotional, and behavioural—that combine to create a powerful motivational force.

Cognitive appraisal—Think it!Employees encounter new situations hundreds of times throughout their working day. With each new encounter, an appraisal of that situation occurs instantly. This appraisal is the decision-making process employees use to determine the overall value of a situation. During this appraisal, employees ask themselves: Is this meaningful? Is this safe physically, socially, and emotionally? Do I have the resources to be involved with this situation?

Emotional commitment—Feel it!Once an employee makes a positive appraisal, his level of engagement is determined by how willing he is to involve personal resources such as time, mental abilities, pride, and belief. Research suggests that emotionally connecting with employees through their work is a powerful leverage point. Emotional commitment determines how feelings and beliefs about work are formed, influenced, and eventually directed outward.

Behavioural engagement—Do it!Behavioural engagement is the natural reaction to a positive appraisal of a situation, which has created an emotional commitment. This observable act is commonly understood as an increase in discretionary effort. Behavioural engagement results in enthusiasm, passion, persistence, and dedication to achieve organisationally related outcomes. Employees who are behaviourally engaged are committed to the mission, and direct their energies toward meeting personal and organisational goals. Behavioural engagement is the most visible component of engagement.

Where are you on the engagement scale?

for more information contact [email protected]

Feel it

Think it

Do it

The work I do makes a contribution to the organisation.

• I feel safe at work.• I feel supported by my co-workers and supervisor.• The work I do is meaningful• I will learn what my working strengths are in the

organisation

• I care about the future of the company.• I am proud to work for my organisation.• I believe in the mission and purpose of my

company.• I am happier at work and have fun• I am less afraid to challenge others

I push myself beyond what is expected of me.

• I am willing to put in extra effort without being asked.

• I often go above what is expected so the team is successful.

• I work harder than expected to help my company be successful.

• Making my company viable makes me valuable• I am a positive role model

BG T&T Life24

Our people

Dinesh Bissoon is considered one of the success stories of the Graduate Development Programme within BG Trinidad & Tobago. After graduating from the University of the West Indies in 2002 with a BSc Electrical and Computer Engineering, Dinesh became part of the BG T&T team in October 2003, as a Graduate Engineer. In this edition of BG T&T Life we interview Dinesh to gain a greater insight into his journey from Graduate Engineer to Production Manager.

If you were to describe the Graduate Development Programme in a few words, what would that be?Challenging, but very rewarding.

Between 2003 and 2012, how many countries have you worked in?When I joined BG Group as a Graduate Engineer in 2003, I was based in Trinidad and Tobago for some time, after which I moved to BG Egypt’s JV (Rashpetco / Burullus) in early 2004. I then proceeded to work in Houston from 2005 and then back to BG Egypt’s JV in 2007. In 2010, I was shuttling between Aberdeen and Norway. In 2011, I was transferred to at BG’s JV with Shell and the other majors in Norway. In February 2012 I returned to BG T&T.

Over the nine year period - four countries.

Was the transition from university life to working for a multinational company difficult? I would not say that it was difficult. When I completed my degree at UWI, I worked at another company within the energy sector as an E&I Engineer for one year before I joined the Graduate Development Programme at BG T&T, which provided me with opportunities very early in my career to accept responsibility and make decisions that significantly contributed to the business across the Group’s portfolio.

What were some of your responsibilities as a Graduate Engineer?

As a Graduate Engineer at BG T&T, I managed and worked on small maintenance projects on the NCMA and ECMA offshore installations. I also worked within an international group to present a technical feasibility study to the BG Group’s Executive on the suitability of unconventional gas reserves and applicability to both BG Group’s existing strategy at that time as well as future growth strategy. When I moved to Egypt, my skills further developed as I was able to manage and participate in ROV interventions, HAZOPs, and design reviews. I was given the responsibility for generating both re-start and valve integrity testing procedures for Scarab Saffron as well as generating (“first gas”) start-up procedures, assisting with pigging operations and onshore commissioning activities for Simian Sienna Sapphire.

What other roles did you hold and how did they contribute to your development?After the Graduate Development Programme I worked in BG Group’s Houston office as the Subsea Facilities Project Engineer for the NCMA 3b Development; BG Egypt as a Principal Subsea Engineer for the WDDM & Rosetta Developments; BG Norway as a Principal Subsea Engineer for Jordbaer (now called Knarr) FPSO Development and BG Group’s JV In Shell’s Norway office as the Principal Subsea Engineer.

Each of these roles contributed to my development, as they allowed

me to gain significant experience in optimising short and longer term operations to facilitate strategy changes in line with business development and growth. I broadened my knowledge in the C&P and commercial arena and improved my ability to rapidly assess or predict challenges within JV / partner arrangements. I learned to adapt to cross-cultural and extremely demanding working environments.

I have also found that working in both project and operational phases of a development has given me a thorough understanding of facility design, engineering, construction, commissioning, maintenance and operation. The work that I have carried out in terms of operations assurance, commissioning, developing maintenance and intervention strategies and managing subsea operations will stand in good stead for my current role as Production Manager for the Dolphin Platform, which I see as a natural progression in my career.

Looking forward, my target is now to deliver the Dolphin business plan and demonstrate that I can be a successful Production Manager. In the longer term, I plan to move through Operations Management into a General Management role.

What advice would you give to current and prospective candidates for the BG T&T Graduate Development Programme? Strive for excellence in everything you do.

Employee profile - Dinesh Bissoon His journey moving from Graduate Engineer to Production Manager

BG T&T Life 25

Leadership update - David Wohlschlegel

Our people

David Wohlschlegel recently joined BG Trinidad & Tobago as VP Projects. David has 35 years experience working in the energy sector.Before joining BG Group in 1990, David held various positions with Exxon, Tenneco Oil Company and Conoco between 1977 and 1990. From 1990 to 1992, David worked at BG Group in Houston Texas as Project & Development Manager, where he directed a multi-disciplined project team consisting of production and exploration personnel responsible for the evaluation, commercial negotiations, internal approval and development of projects in Egypt, Africa and Central America.

From 1992 to 1999, David worked in BG Egypt as Manager, Engineering & Projects from 1992 to 1994 and then General Manager and Managing Director of Rashpetco from 1994 to 1999.

In 1999, David came to BG T&T, where he worked in his capacity as Project Engineering Manager until 2002. He was responsible for forming and managing a team to design and install the facilities required to develop three gas fields off the North Coast of Trinidad. He then functioned as Project Manager from 2002 until 2003. In addition, until April 2003, he also served as the project manager for the design and fabrication of a LNG tanker in South Korea.

From 2003 to 2005 David worked at BG India as Managing Director. He was responsible for the performance of all aspects of BG’s E&P activities in India, including profitability of existing production assets as well as delivery of new projects and the identification of business development opportunities. Work programmes included operation of two offshore fields, infill and exploration drilling programmes and execution of development projects. He successfully led partner and Government negotiations for sanction of development projects that had been under consideration since 1999.

From 2009 to 2012 David worked at BG Kazakhstan as Karachaganak Operations Manager. He was responsible for ensuring that BG’s interests were represented in the operations and furthered development of the Karachaganak, one of the largest gas/condensate fields in the world. Areas of responsibility included serving as the key interface point between BG, KPO and ENI regarding delivery against HSSE, production, cost and delivery schedule targets.

Welcome to the team, David!

Our people

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BG T&T’s Subsurface Team leads the way at the Society for Petroleum Engineers Trinidad and Tobago (SPETT) Section second energy international conference and exhibition 11–13 June 2012 at the Hyatt Regency Hotel. Delegates from over twenty countries are expected to participate in technical discussions and panel sessions.

This conference is not only for engineers. Topics will encompass the entire value chain, from molecules to market, to address current and long-term issues and challenges facing the E&P oil and gas industry through multi-disciplinary presentations and debates. The theme of the conference is therefore suitably titled, “Developing Resources for Sustainability”. Approximately eighty papers will be delivered as presentations or posters over the three days. Main sessions will include:

• Deep water exploration and production • Conventional resources • Unconventional resources • Field development and management processes and planning • HSSE management • Economic and sustainability challenges • Asset management Four panel sessions will focus on Deep water exploration and production, Bridging the generation gap, Minimising the carbon footprint and Running a business in a world of uncertainty.

BG T&T’s participationBG T&T’s President and Asset General Manager, Derek Hudson, has been invited to participate in the final panel session, “Running a business in a world of uncertainty”. This penultimate panel session is viewed as a main conference highlight; the culmination of three days of technical discussion across a diverse range of technical disciplines as well as presentations of subsurface and field development case studies from oil and gas companies. Derek joins the very prestigious slate of senior managers and leaders in the Trinidad oil and gas industry. BG T&T’s VP Human Resources, Bryan Sealy will also be participating in the panel session “Bridging the generation gap”. Other industry leaders will join Bryan in addressing a wide range of issues that are being faced in the Oil and Gas industry today including retention of young hires, availability of 5–10 year experienced professionals, attrition and profession development.

In addition to Derek’s and Bryan’s participation on the panel sessions, BG T&T is playing a significant role in the planning of the conference and exhibition as well as participation in technical presentations and E-posters over the three days. Here are some of the papers and posters that will be presented at the conference:

Use of Pressure Transient Analysis for the Detection of Gas/Water Contact Movement in a Gas ReservoirA. Jamankulov, BG Group; E. Yaich, BG Trinidad & Tobago; N. Robertson, BG Group

Summary: Elyes Yaich is a reservoir engineer who did one of his graduate development program assignments in the Trinidad and Tobago asset. During his placement he worked on using pressure transient analysis in order to understand the gas water contact movement and successfully was able to obtain results that have been used for modeling strategy. He performed his work under the supervision of a senior reservoir engineer with inputs from BGA.

Performance Analysis in Coal Seam GasKumar Gaurav, BG Group; Anwar Husen, BG Group; Tamer Saada, BG Group; Sunil Kumar, SPE

Summary: The main objective of the exercise presented in this paper is to model the flow path for an artificially lifted CSG well. There is currently a gap in the industry on how such wells should be modelled since the water & gas are separated down hole and they follow different flow paths.

This paper covers the operating issues, proposed workflow, its application on real field data, validation with field measurements and limitation associated with developed workflow. It covers the main aspects considered to monitor performance of CSG wells; the effect of surface and downhole parameters on well performance and how these concepts and diagnosis can help to achieve production targets in CSG field.

A Greater Dolphin Area Case Study Part 2: Streamlining Subsurface Uncertainty For Business Value S.L. Persad, BG Trinidad & Tobago; J. Velarde, BG Trinidad & Tobago; K. Taylor, BG Trinidad & Tobago; A. Lerza, Chevron

Summary: Plackett-Burman Experimental Design (P-B ED) is a process used to determine the range of outcomes which are influenced by a number of independent uncertainties. This paper describes the workflow applied in determining the range of normalized Gas Initially In Place (GIIP) for the Starfish field. The paper also describes the Unconstrained Development Study (UDS) workflow which was performed using the output of the P-B ED analysis. Through the UDS, the optimum number of wells and their locations were determined to maximize recovery for the Starfish Development.

Formation Pressure Estimation and Its Impact On Well Design: A Case Study From The Greater Dolphin Area R. Ameerali, BG Trinidad & Tobago; A. Saisbhan, BG Trinidad & Tobago; M. Parotidis, BG Group

Summary: Pore pressure studies have been a key consideration in well design; both from a drilling and well deliverability perspective. In the drilling of an exploration opportunity, with the potential to be completed upon discovery, and in the absence of direct pressure measurements, pore pressure estimation becomes even more critical. This paper illustrates the

BG T&T’s Subsurface Team leads the way

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Our people

For more information on the conference and registration, visit our website www.spettconf.org

BG T&T’s Subsurface Team leads the wayworkflow utilized by a multi-disciplinary subsurface team to design the Mahi Mahi well with three key factors in mind: safety, productivity and cost effectiveness.

A Greater Dolphin Area Case Study Part 1: Defining Geological Uncertainty K. Taylor, BG Trinidad & Tobago; N. Kalita, BG Trinidad & Tobago; O.M. Jegede, BG E&P Ltd.; R. Ameerali, BG Trinidad & Tobago; J.F. Dowlath, BG Trinidad & Tobago

Summary: Despite over 15 years of production, 5 exploration wells and 13 development wells the Dolphin Field, located in ECMA, has a high level of subsurface uncertainty. Specific areas of uncertainties include: zones of poor correlation as a result of large-scale sediment deformation; the configuration and sealing properties of both structural and syn-sedimentary faults; the effects of thin-bedded deposits on reservoir pay and connectivity; and the absence of all but one proven Gas Water Contact. Defining the range of these uncertainties has a key impact on the range of GIIP outcomes, the resultant development plan and subsequent reservoir management. This paper will discuss the challenges and impact of these uncertainties on the Dolphin Field.

Five BG T&T staff members have volunteered to assist with the conference planning and field trip course:

Shelley Persad is the conference chairperson.Narish Harripersad is the short courses coordinator.Hasley Vincent is organising the field trip and will also be lecturing. Nik Kalita is working with Hasley to plan and deliver the field trip. Ansara Sattur is assisting with conference and exhibition communications.

Sponsorship of the Young Professional Meet and GreetBG T&T is also sponsoring the Young Professional Meet and Greet. This event will take place at the Hyatt on Tuesday, 12 June from 1:00 to 4:00 p.m. This is an excellent opportunity for B.Sc and MSc final year engineering and geoscience students to learn more about the energy industry and career opportunities and to meet with potential employers and key industry players. Student interest to date has been very keen.

A number of short courses are also being offered:-

1) Applied Reservoir Engineering (10 days) - 14–25 May2) Production Decline Curve Analysis (2 days)— 9–10 June3) Asset Management—Tools, Process and Practice (2 days)— 9–10 June4) Outcrop Constraints to Reservoir Modelling with Examples from

Mayaro Bay—9 June

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For more information contact, [email protected]

Improving road safetyDo you remember getting advice on crossing the streets, but being told to look up and down instead of left and right?

BG Trinidad & Tobago launched the BG Safety Bus in December 2010. Why? Because many adults never received proper information and advice about driving and road safety, and we know that correct advice and information will make a difference to the lives of our young ones when they too become adults. In March 2012, BG T&T partnered with Chevron to expand the road safety campaign to primary and secondary schools.

The Safety Bus mobile education programme supports BG T&T’s efforts to build a safety culture within the national community. We want to engender in young people the necessity to make safety a part of their daily life by pointing out potential hazards and emphasizing

the importance of making choices that minimise these hazards.

According to Angela Francke, a German transportation psychologist from the University of Dresden, Trinidad and Tobago has the second-highest road fatality rate in the world. At 15.4 road-related deaths likely to occur for every 100,000 people, this country sadly outranks in other Latin American and Caribbean countries, which as a region collectively leads the world in road-related deaths.

With the increasing number of road fatalities, there is ever more need to educate children in road safety. The BG T&T and Chevron Safety Bus is a vital corporate initiative in this regard.

Do you remember persons coming to your school to speak about road safety?

Did you ever have someone to give you that extra safety precaution as a young driver?

Society

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In 2012, BG T&T continued offering spaces in its Core Curriculum Programmes to the Trinidad and Tobago Police Service (TTPS) as part of its Social Responsibility Programme in our fight against crime. So far, officers have attended Time Management, Influencing Key Stakeholders, Speaking with Impact and Authority and Effective Business Writing courses. This is what participant Sergeant Wayne Mystar, Public Information Officer, Trinidad and Tobago Police Service, had to say about attending the Speaking with Impact and Authority workshop.

BG T&T is also offering officers in the TTPS online learning through the BG T&T Learning Management System. Officers also have access to all the BG Group Life Saver modules as well as Microsoft training.

Continuing our partnership with the TTPS

It gives me immense pleasure to thank BG Trinidad & Tobago for giving me this opportunity to voice my views as they relate to the Company’s commitment to nationbuilding. One would appreciate the fact that everything can be achieved through teamwork, and BG Trinidad & Tobago sets one of the finest examples for others to follow.I would like to highlight BG T&T’s role as a sponsor of a dynamic two-day workshop held from 7–8 March 2012 in collaboration with the Trinidad and Tobago Police Service and the Toco Foundation, entitled ‘Speaking with Impact and Authority’ The Trinidad and Tobago Police Service in its quest to provide professional services to a modern society is undergoing transformation to develop the skills and competencies of its members. The financial support initiated by BG T&T contributed meaningfully, ensuring that the service mandate is being met. The Toco Foundation and its contribution to community enhancement is another perfect example of BG T&T’s vision and pro-active involvement in partnering with communities. The valuable partnership with the Toco Foundation will definitely contribute to the reduction of crime and will potentially enhance security and safety in Trinidad and Tobago.The ‘Speaking with Impact and Authority’ workshop was able to identify the strength and weaknesses of the participants and simultaneously present future opportunities. The course showed me how to professionally prepare a presentation using a simple but highly effective format, how to capture an audience’s attention within the first sixty seconds, and how to effectively manage question and answer sessions. I was extremely impressed with the segment of the workshop that highlighted impromptu speaking. This segment recognised the fact that many fear public speaking’ more than dying! Hats off to the facilitator Mr. Mirza Ali-Mohammed, whose inimitable style allowed full participation without favour and fear, and to the staff of the Arthur Lok Jack Graduate School of Business, for their professional input in making the workshop a comfortable experience.A workshop of this magnitude is so important to the development of one’s self esteem and character, and should be on the resumé of every police officer. I would therefore recommend that a workshop of this nature be included in the curriculum at the Police Academy as a core programme geared to developing competencies and skills. This workshop has inspired me to the extent of wanting to contribute by offering my services as a lecturer with the view of facilitating this type of workshop to the Trinidad and Tobago Police Service and/or to any other organisation.Congratulations again to BG Trinidad & Tobago for your valuable contribution to the Trinidad and Tobago Police Service and by extension the nation of Trinidad and Tobago. We look forward for your continued support in future endeavors.

Society

Sergeant Wayne Mystar, TTPS


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Remember the feeling on 10 June 2011, when we got together as one BG team to help those in need?

Remember the feeling of togetherness when we worked as departments—packing and transporting food, painting walls, sweeping floors?

Remember the look on the faces of the children and managers of the homes—some of them moved to tears—overwhelmed at our acts of kindness?

Well—Positive Energy Day is here again! On Friday 8 June 2012 we are once again looking for your involvement and support in various projects:

Some suggestions:• Preferred time of activity 8 a.m.—10 a.m. Departments will be

responsible for appointing a Positive Energy Day Champion who will liaise with Candice in PCA;

• Departments will be responsible for costs associated with Positive Energy day activities (expected to be between TT$3,000—$6,000);

• PCA is responsible for coordinating all logistics and will work with your appointed PED Champion;

• PCA point person for questions on the activities—Candice or Wendell.

Looking forward to your enthusiastic participation once again!

Are you ready:Positive Energy Day

Please email [email protected] to select your activity.

Activity What we will do in 2012

Half way House for children in Belmont. A home for children removed from their homes by police or social workers

Beautification of premises: Refurbishing and landscaping the front Garden and Home with plants etc. Interact with the children of the home, many of them babies.

Marian House - a home for homeless boys on New Street POS Refurbishment of the courtyard – painting of walls, wrought iron gate and fences; power washing and repainting the exterior of the building

Mercy Home for persons with HIV/AIDS located on Fitt Street Woodbrook. The Home needs help in complying with OSHA regulations at a cost of about TT $10,000. This is a project that can be shared between departments.

Beach Clean-up at Chagville beach – Chaguaramas Clean up activities

Hospice for the dying in Newtown Donations of toiletries and non-perishable food items. Donation of funds (need $8,000 TT) to erect a fence at the Home

Donation of food items to ‘Food bank’ in POS Donations of non perishable food items

ECMA - Centre for Learning and Development – An institution in Rio Claro for children with learning disabilities

General refurbishment of the building

NCMA - Early Childhood Centre in La Fillette General refurbishment and interaction with the children

Central Block – work with identified school Work with identified school on specific needs

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National Zonal Youth Cricket TournamentColin Borde, Krysta De Lima, Azim Bassarath and Franklyn Dolly at the launch of the National Zonal Youth Cricket Tournament.

The 2012 BG T&T National Zonal Youth Cricket Tournament was launched on 28 February with BG T&T’s Chief of Staff Krysta De Lima bringing welcoming remarks. Ms De Lima stated that BG T&T is committed to investing in youth development through sport. “We are confident that our investment in you is an investment in the future. This is the basis on which we can justify being a sponsor of the National Zonal Youth Cricket Tournaments for the past 17 years.”

West Indies ‘A’ team manager and guest speaker Colin Borde urged the

youngsters to pursue their dream. Borde praised BG T&T for sticking with their dream and continuing to sponsor cricket for the past 17 years. Franklyn Dolly of Dolly and Associates noted that BG T&T is keen on them implementing their psychology programme to the young players. He explained that Dwayne Bravo, Darren Bravo, Kieron Pollard, Kevon Cooper and Adrian Barath were all part of the programme and have been able to elevate their game as a result.

Azim Bassarath, President of the Trinidad and Tobago Cricket

Board, indicated that they will be placing greater emphasis on the latest technology available for training and equipping the future generation of cricketers. “Already some of our coaches have been trained using video footage of players to identify and possibly correct technical faults and weaknesses, and as the development programme unfolds for our youth, so too parallel up-skilling work will be done with our coaches.”

Bassarath also praised the TTCB’s 17-year association with BG T&T

and their sponsorship of the Zonal Youth Cricket Tournament which he said has yielded great rewards over the years. “All of our present national cricketers have at some time participated in these age-group tournaments. Many have gone on to excel not only in sport but in professions as diverse as education, medicine, engineering, information technology and business management.”

The tournament will continue in June 2012.


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The BG T&T Tranquillity Open Tennis Tournament took place from 5–17 March 2012. Here are the highlights:

• Breana Stampfli won her third title when she partnered with Shenelle Mohammed to cop the Women’s Double.

• Yohansey Williams and Vaughn Wilson won the Men’s Double.

• Breana Stampfli and partner Dunstan De Noon powered to victory in the Mixed Doubles category.

• Kendall Cuffy and Athelstan Phillip won the Veterans Double.

• Gerard Duval and Emile Elias coped the title for Senior Veterans Double.

• Breana Stampfli and Adrian De Silva were crowned Singles Champions.

• Kendall Cuffy dethroned Rawle Boyce as Veterans Singles Champion.

• Athelstan Phillips won the Senior Veterans Singles.

bg t&t life - may 2012

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