Editor's Note - Aral

Editor’s Note
As I write this column our colleagues in the Gulf of Mexico continue to
work assiduously to bring the flow of oil from the deep-water MC252
well under control. The tragic accident that occurred on 20 April is a harsh
reminder of the risks inherent in an oil and gas producing business and
that no matter how many days or hours you may have worked without a
‘lost time incident’ there is never room for complacency in the business of
exploration and production.
On our own shores in early April, many of us in Port of Spain would have
seen the large ‘jacket’ of our latest Serrette platform being transported
from La Brea in south Trinidad to Chaguaramas for loading onto the
vessel that would take it to its new offshore home in bpTT’s northern
area acreage. The Serrette platform is bpTT’s fifth locally designed and
constructed platform in five years, following the success of Cannonball,
Mango, Cashima and Savonette.
In this issue, you will also learn more about one of our youngest national
project managers, Michael Daniel, who has led the Serrette team to
successful commissioning of the platform. With the platform now installed,
the team will turn its attention to production of Serrette’s ‘first gas’.
This Insider edition also features our organization’s passion for supporting
others in need through fundraising efforts for the Heroes Foundation,
Rainbow Rescue Home, the Rape Crisis Society and numerous other
charitable causes. We also share bpTT’s efforts to mobilize relief items for
earthquake-stricken Haiti earlier this year.
Reading these stories of our organization’s continued commitment to
excellence in all that we do – whether it be in engineering, geoscience,
community development or education – serves to remind me of the great
team of people working with me at bpTT. A committed and dedicated
team who will persevere and find solutions to the challenges we currently
face in our Gulf of Mexico operation.
Danielle Bailey
Manager, Corporate Communications
2
Cover: A collage of bpTT’s Serrette
platform
Photos courtesy Marc Morrison
BPTT’s Production Team:
Editor, Danielle Bailey
Production Manager, Melissa Young
Editorial Consultant, Frank Arlen
Production Assistant,
Janelle Pascall
Editorial & production:
Mirissa De Four
Media & Editorial Projects (MEP) Ltd
Design & layout:
Media & Editorial Projects (MEP) Ltd
Prepress & printing:
The Office Authority
© BP Trinidad and Tobago, May 2010
BPTT Insider magazine is a publication
of the Communications Team,
Communications and External
Affairs, BP Trinidad and Tobago. For
more information please contact the
Communications Manager, Danielle
Bailey, at (868) 623-2862.
NO PART OF THIS PUBLICATION
MAY BE REPRODUCED WITHOUT
THE EXPRESS PERMISSION OF THE
PUBLISHER OR AGENT.

4 From the CEO
BUSINESS
6 BPTT welcomes the Serrette – A new addition
to its family of platforms
8 Sustainability in the energy sector: the bpTT
perspective
9 BP’s future is in continuous improvement
10 Engineers resolve to continue working the ‘BP
way’
11 Passing on the passion for ‘Rock Science’ at
UWI
16
12 Annual Panyard Lime
Contents
Issue 2, 2010
13 BPTT, Marionettes raise funds for Heroes
PEOPLE
14 Daniel – Calm, yet strong
16 BP Renegades surge to fourth place
17 BPTT and Renegades – 40 years and counting
CORPORATE SOCIAL RESPONSIBILITY
18 BPTT Challengers make a positive difference
19 BPTT continues investment in building human
capital in Mayaro
20 BPTT says thanks to employeees for their
response to Haiti
21 Energy calypso competition raises over
TT$75,000 for charity
COMMUNITY
22 Brighter Prospects scholars say thanks to bpTT
23 JA training to be extended to tertiary
institutions as bpTT reaffirms its support
3
6

It is an honour to address this very distinguished
audience of members and guests of the AmCham, and
I hope I can leave you with a better understanding of
some of the opportunities and challenges we face in our
natural gas business in this country.
Our gas business is today at a very critical juncture. I
believe we have reached a point in our industry where
it is necessary for me to be very open, and very blunt in
any discussion about the future.
But the need to be frank is not the outcome of
desperation or hopelessness. On the contrary, I have
great hope for the future. It is important for the country
to understand today that the gas bonanza is over and
there are now key decisions that must be made, and
opportunities that must be captured, all of course, with
4
FROM
THE CEO
RILEY: RETHINK
OUR GAS BUSINESS
BPTT’s chairman and CEO Robert Riley recently
addressed an American Chamber of Commerce of
Trinidad and Tobago energy meeting on the topic:
‘The Future of the Gas Business in Trinidad and
Tobago – time to rethink’.
Since that presentation, many commentators and
newspaper columnists have cited remarks in his
presentation, more so, his comment that “the gas
bonanza is over”.
In place of his regular column for this issue of the
Insider we feature a much-abridged version of his
address, focusing on some of the salient points.
The Editor
a sense of urgency. The easy opportunities we had for
making money from natural gas and LNG are gone. We
can no longer depend on the early advantages we had as
first mover into the United States LNG market and we
are facing new and serious challenges.
In this new global energy environment, Trinidad and
Tobago will need to adjust to compete in a world
characterised by low natural gas prices; a competitive
global LNG market that is becoming more integrated
and where the system of long-term contract pricing will
continue to erode. To position ourselves as a key player
today and in the future energy market, we must adapt
to our environment – we must become more efficient
producers and consumers; efficient both in terms of a
production and policy standpoint, whereby our policies
ensure we are receiving the best price for every molecule
produced; and policy that ensures we are maximizing
revenue and not just production volumes. So efficiency is
the name of the game and this is the key area that we as
an industry need to re-think.
In gas, global consumption has returned to growth
through improvement in the global economy and
temporary cold weather, but the global gas markets
remain weak despite the upward price drift. Prices have
increased – but not as much as they did during cold
spells of the past. Plentiful supply is limiting the upside.
North American gas consumption is growing on low
temperatures and stabilising industrial demand, but
despite production cuts and rapid inventory withdrawals,
stocks remain above average.
Not such good news for us in Trinidad and Tobago is
that it is evident that the long-anticipated new wave of
LNG supply is gathering momentum, boosting supply
by an unprecedented 6 billion cubic feet daily (bcfd) –
representing a whopping 26% increase in 2010. Much of
this new LNG is coming into the market at a lower cost
than our LNG because of the fact that it is produced from
associated gas, a by-product of primarily rich oil reservoirs.
Cold weather has allowed easy absorption of this growth
so far. Further ahead, we expect that most of the new
LNG will continue to price itself into Europe, constraining
pipeline imports and domestic production. Lower gas
prices should also encourage additional demand in China
and India. But this is unlikely to be sufficient to absorb
the additional gas and the US will probably have to act
as buyer of last resort from spring. This will continue to
maintain pressure on Henry Hub prices.
On the positive side of all this we expect energy demand
to continue to grow and hydrocarbons will continue
to play a major role in satisfying demand. According
to the International Energy Agency, energy demand in
2030 is expected to be 40% higher than it is today and
hydrocarbons will continue to account for 80% of energy
consumption in 2030.
So briefly, that is a world view. Where does our energy
sector fit into this new world environment?

The local sector now produces 4
bcfd of gas, with approximately 60%
of that exported as LNG, 27% used
in the petrochemical sector and
7% used in power generation. The
energy sector accounts for about
45% of GDP, 80% of exports and
58% of government revenue. The
contribution to GDP and government
revenue fell in 2009, understandably,
but by all indications the sector will
continue to drive the local economy.
Against this backdrop the Ministry
of Energy estimates and has said
publicly that Trinidad and Tobago’s
total gas reserves (including proved,
probable and possible) stand at
30.11 trillion cubic feet. According to
the Ministry in response to a Joint
Select Committee of Parliament
in March, the Ministry is satisfied
that it has enough gas resources
to meet the strategic projects that
government has committed to up to
the year 2028. This includes existing
and planned projects, including 11
ammonia and seven methanol plants.
So on paper we are OK until 2028.
And therein lies the first seedling that
gives rise to part of my concern for
the future and the need for rethinking
our strategies for the sustainability
of the gas business in Trinidad and
Tobago. And this is because I know
that, clearly, our aspirations go
beyond 2028.
It seems to me that we have already
gone ahead of ourselves in terms of
our plans and expenditure patterns
beyond what the gas industry and
the hydrocarbon industry as a whole,
as we know it today, can enable the
country to sustain.
In this context the first thing that
we must do is to get busy about
finding and opening a new gas or
hydrocarbon province. Our future
cannot depend on the existing
reserve base. But if we are to go
beyond this we clearly need a new
gas or oil province within a critical
time frame. And I don’t want or
propose to set the parameters for
this, other than to say it is now
urgent. We have now to look to the
ultra deep and the prize should be
something of the magnitude of at
least the shelf that we have had for
the last 40 years. That shelf has taken
Trinidad and Tobago from an ordinary
place to a pretty extraordinary place,
but all it has now is the ability to
sustain the economy for a defined
length of time.
Finding a new hydrocarbon province
in Trinidad and Tobago will be a huge
challenge. The deepwater represents
the next exploration frontier. But I
can assure you that any deepwater
exploration will certainly not be
business as usual. It will surely put
all our abilities to the test. It will take
strong balance sheets and I anticipate
that the conditions for deepwater
exploration here will exclude all but
ten or twelve companies in the world
today that are capable of taking those
kinds of risks.
My hope is that in applying the
lessons learnt from the last
unsuccessful bid round, government
could now ensure that the new terms
of the bid round are competitive
enough to be of interest to, and
attract, the big players in the global
hydrocarbon industry.
So we are clearly at a point where
we are relying on exploration success
in the deep waters off Trinidad
and Tobago for expansion of our
hydrocarbon industry. And while I
am optimistic about the outcome of
this new thrust, the question must
be faced: What if we are not as
successful as we would like to be
within the time frame that we wish
for this success?
And this is the second point that
makes it necessary for some
‘rethinking’ about the gas industry.
Do we have a plan B? What if a new
province does not turn up? Or it does
not turn up on the scale and time
frame that we need? We should
really have a strong strategy in place
that is capable of reducing our overdependency
on hydrocarbons as the
only way to engineer and support our
economy.
We have used our hydrocarbon
revenue very successfully for
diversification within the energy
sector, but I am afraid we have not
done so well with revenue earning
projects outside of the sector. And
this is clearly a point for serious
‘rethinking’.
I am aware that this will not be a
popular sentiment among my many
friends in the energy sector, but I
see it as a necessary step if we are
to develop a robust alternative to the
energy sector, for that time when
oil and gas may no longer be able to
support the economy.
Another paradigm for the country
to address is the need for a national
drive for improved efficiency in
every sector of the economy. This
will impact directly on the oil and
gas industry. We have become too
easily accustomed to bad project
management. Too many support
and service projects are late, over
budget, and less than world-class and
therefore add to our cost base.
Closely linked to the theme
of efficiency is conservation –
conservation of energy.
So in summarising some of the key
messages I have attempted to deliver
here this morning I emphasise this:
We cannot continue doing exactly
what we have been doing for the
past 20 years and expect to create a
future that will be sustainable without
new gas or new oil.
We need to ask ourselves really
tough questions. Among them:
What role will energy (natural gas,
petroleum fuels and electricity)
subsidies continue to play as we
seek improved energy efficiency
and conservation? Is our gas
allocation strategy really aligned with
maximizing revenue from the energy
sector? Are we foregoing sales to
higher priced markets for a diversified
local downstream industry?
These are just some of the many
questions I believe we must pose
in our rethink of the natural gas
business in Trinidad and Tobago.
5

6
BUSINESS
UPDATE
BPTT wELCOMES THE SERRETTE
– a new addition to its family of platforms
ABOVE: The Serrette jacket
OPPOSITE PAGE: Members of the bpTT
Serrette project team
When the Serrette
platform was
installed in bpTT’s
east coast acreage
in April, it became
the company’s 13th offshore
production platform. The Serrette
follows closely the installation
of bpTT’s Savonette platform in
October last year and is the fifth of
its kind, designed and constructed in
Trinidad and Tobago.
The platform is the first in the
Serrette field, which is located
approximately 51km north of
bpTT’s Mango development. It
represents the first development
in the northern area of bpTT’s
Columbus Basin acreage and has
been equipped to enable future
development opportunities in this
area.
“Serrette is the clone of several
sibling platforms that came before
it – Cannonball, Mango, Cashima
and Savonette,” explains Curtis
Mohammed, vice president,
developments, bpTT. “Serrette
is truly the culmination of the
significant experience we have
been gaining since 2001 when we
began plans to construct our first
platform locally, the Cannonball. By
living the concept of continuous
improvement, which is now being
embedded across bpTT, we have
Photo courtesy Michael Morrison

taken the lessons from each project
and applied it to the next project. We
need to keep getting better at what
we do.”
The Serrette project has a budget
of US$558 million and as Michael
Daniel, Serrette project general
manager, says: “The project has
benefited from significant ongoing
focus on efficiency and ranks
favourably relative to set internal and
external benchmarks. The project
team was focused on ensuring that
it was completed within budget and
on time. In this business, delays
can be costly, costing as much as
US$500,000 to US$1 million per
day, during the offshore installation
phase.”
The project was sanctioned in May
2009 and will have a capacity of one
billion cubic feet per day with peak
production of 600 million standard
cubic feet per day. The platform will
be a normally unmanned installation,
much like its predecessors, and will
tie into the Cassia B platform via
a pre-installed ‘wye’ at the Mango
platform.
Serrette is an improvement
over Savonette and some of the
differences are:
• The addition of a vent boom to
ensure compliance with new
engineering technical practices.
• The change of hydraulic
actuation to electric for the
manifold valves based on
operating history and previous
problems experienced with the
hydraulic fluid operation.
• The addition of a survival craft
to improve emergency escape
from the platform.
• The use of super duplex tubing
instead of stainless steel-based
on experiences with corrosion
problems from the Trinidad and
Gulf of Mexico businesses.
• The addition of a riser and j-tube
for potential future subsea tie-in
to the platform.
The Serrette project team was able
to incorporate these improvements
through lessons learned and still
keep its project construction
deadlines.
Fluor-Summit, based in Trinidad, was
responsible for the engineering and
design and the platform was built
by the Trinidad Offshore Fabricators
Company (TOFCO) in La Brea,
Trinidad.
Drilling is expected to commence
in October 2010 and ‘first gas’ is
planned for the first quarter of 2011.
7

8
SUSTAINABILITY IN
ENERGY SECTOR:
the bpTT perspective
BPTT’s chairman and CEO,
Robert Riley told participants
at the 2010 South Trinidad
Chamber of Industry and
Commerce (STCIC) annual
energy conference in February that
the country could no longer rely on
high oil and gas prices for increased
revenue in the long term. Instead, the
country has to rely on new strategies
of innovation and entrepreneurship
for long-term sustainability in the
energy sector.
Riley, who delivered the keynote
address on day one of the
conference, was amongst an
impressive group of speakers at the
two-day conference. BPTT’s vice
president of developments, Curtis
Mohammed, also shared with the
audience a business update on the
operations of bpTT.
The conference, co-sponsored by
bpTT, is a popular annual event on
the energy industry calendar and
this year the organizers secured
both international and local
speakers on the theme: ‘Energy
and Entrepreneurship’. While the
Minister of Energy and Energy
Industries of the Republic of Trinidad
and Tobago, Senator the Honourable
Conrad Enill, presented the feature
address at the opening ceremony,
a special address was delivered by
the Deputy Minister of Energy from
the Government of the Republic
of Ghana, the Honourable Dr
Kwadena Donkor. Additionally, the
past president and CEO of the US
Green Building Council and former
US Assistant Secretary of Energy,
Christine Ervin, grabbed the attention
of conference participants with her
presentation on the climate-change
challenge and future business
opportunities for Trinidad and Tobago.
Riley’s remarks focused specifically
on the current global energy sector
and preparation for developing
trends. He also spoke of the
important role of innovation and
creativity in creating a sustainable,
local gas-based industry through the
development of the upstream and
downstream sectors, along with the
power and alternative-energy areas
of the industry and the opportunities
that would result from this.
On day two of the conference,
Mohammed reviewed bpTT’s 2009
activities and results and what
elements of the business would
shape the outcome of 2010. His
presentation was given alongside
other upstream exploration and
production companies: BG T&T, BHP
Billiton T&T and Staatsolie.
To close the conference, vice
president (sustainable development),
STCIC and senior project manager,
bpTT, Mushtaq Mohammed gave the
vote of thanks, which was followed
by the conference’s closing cocktail
reception.
Curtis Mohammed, VP,
developments, presents at the
STCIC annual energy conference

BP’s future is in
CONTINUOUS
IMPROvEMENT
For many across the world,
‘continuous improvement’
(CI) is not a foreign concept,
but rather a better way of
working. For employees
across the globe at BP, CI is a
part of the future as the company
seeks to maximize its efficiency.
What it holds for the business is
the ability to unleash considerable
levels of efficiency that were once
unachievable. CI is essentially a key
element of the company’s operating
management system, which
integrates and improves existing
management systems and will
enable the delivery of safe, reliable
and efficient operations.
It may sound complicated, but
CI is about simplification and
standardization in order to build a
solution to any particular problem.
The Japanese have lived this
concept in their workplaces and
have become closely associated
with it. Donald Kieffer, a senior
lecturer in operations management
at the Massachusetts Institute
of Technology’s Sloan School of
LEFT: Don Kieffer (right) explains the
concept of continuous improvement
BELOW: Don Kieffer (third from left) meets
with bpTT staff
Management, was able to further
explain exactly what CI means to
many employees at bpTT in late
January. His experience includes
work in companies such as
Harley-Davidson, where he was
heavily involved in areas such as
manufacturing and CI.
Kieffer met with senior leaders of
bpTT to discuss examples of CI
throughout the organization and
to share useful stories of how CI
was deeply embedded in other
companies. Kieffer was also able
to have shorter sessions with a
number of employees from different
departments. He discussed target
setting, culture and mindset change,
and a deep commitment to changing
the way work is done.
For bpTT’s chairman and CEO,
Robert Riley, fully understanding the
elements of CI meant that he could
be its biggest advocate. “This must
be our new way of working here in
bpTT. There is no doubt in my mind
that it will give way to many benefits
that we would not have thought
possible before. It’s not rocket
science and our workforce will see
how truly efficient we can become.”
For bpTT, a CI forum has been
established to provide coaching
and facilitation to ensure a
seamless transition to becoming a
business that consistently seeks
improvement. An implementation
plan has been developed for CI
and workshops are being held to
introduce this concept to the entire
organization. Furthermore, the
opportunity to share success stories
with the rest of the BP group has
been given to those within bpTT
who are already adopting the CI way
of working.
To anyone looking in, it would be
clear that bpTT is committed to
its CI journey and simply working
toward being better at what it does
day after day.
9

It was a proud moment for bpTT’s
surface engineers – engineers
who operate above the mud line
– when they held their first ever
engineering conference in early
January. The one-day conference,
which saw an impressive attendance
by some 80 engineers from across
the Trinidad business, was held at the
Hilton Trinidad and mirrored the BP
group’s exploration and production
second engineering conference held
in Boston last year.
In keeping with the theme of the
conference – ‘From Sharing to
Learning’ – an informative session
focusing on learning from an accident
on BP’s North Everest platform in the
North Sea set the stage for the formal
conference agenda. This feature was
facilitated by first-year Challenger
Irshad Ali.
Ian Cummins, bpTT’s strategic
performance unit (SPU) engineering
authority, officially opened the
conference by welcoming the
audience and introducing a film
entitled ‘The Importance of
Engineering’. The film featured video
messages from senior members of
BP’s engineering fraternity including
David Clarkson, technology VP,
projects and engineering; Graham
McNeillie, recently retired as VP,
engineering; and Mike Brown,
director, engineering excellence.
McNeillie spoke about BP’s five-year
10
Engineers resolve to continue
wORKING THE ‘BP wAY’
journey towards building engineering
capability. The journey started with
the development of a strategy in
2006 and was mapped to ensure
sustainability beyond 2010. It was at
the Malta engineering conference in
2007 that BP outlined its engineering
strategy that called for clear direction,
meaningful momentum, evidence of
performance and the achievement of
world-class capability over five years.
During the conference, bpTT’s
engineering achievements since the
Malta Conference were highlighted.
Among them were:
• Engineering technical practices,
site technical practices and the
integrity management standard
have been implemented and
applied.
• There has been greater
emphasis on the local
communities of practice (COPs),
which are groupings of local
surface engineers by discipline,
e.g. mechanical, process &
process safety, civil/structural.
These have become more
established throughout the
engineering disciplines, and the
quality, frequency and overall
participation in the COP sessions
have improved.
• The process safety journey has
been firmly established and there
are now stronger processes in
place for the identification and
management of engineering risk.
•
There has been strengthening
of the engineering leadership
through the appointment of
segment technical authorities,
SPU technical authorities and
chief engineers with clearly
defined roles and competency
assessments.
Just before the conference ended,
the engineering body spent some
time contemplating the next
steps of the engineering journey.
McNeillie delivered a closing
message by video: “We have a BP
way of engineering that focuses
on people, process, performance
and learning. We will apply it
consistently and with rigour. We
have a structured career path
from an engineering role in BP’s
graduate development programme
‘Challenge’ to segment and SPU
technical authority positions with
a comprehensive ‘learning offer’.
We are members of effective
networks and have a responsibility
to share and learn from each. We
will use continuous improvement
to eliminate defects in our projects
and operations to deliver sectorleading
performance. We have a
plan and we are sticking to it. It is
starting to deliver.”
ABOVE: Members of the bpTT engineering
community

Passing on the passion for
‘ROCK SCIENCE’ AT UwI
BPTT’s petrophysicists aren’t
satisfied with just doing
their job at the office.
They’ve been passing
on their passion and
knowledge to students at the St
Augustine Campus of the University
of the West Indies (UWI) as well.
They have been lecturing in UWI’s
Petroleum Geosciences programme
since 2003, and their efforts were
recognized in-house last year,
when they won a bpTT Chairman’s
Award in the ‘Responsible Operator’
category.
The employees’ contribution through
lectureships in petrophysics began
with Donald Charles who took
up the challenge soon after he
graduated in petrophysics in 2003.
Following Charles in 2004, senior
petrophysicist Jo-Ann Ali-Nandalal
took up the mantle.
The fact that Ali-Nandalal did not
have any teaching experience did
not present a problem. She used
Charles’s notes as a basis and
introduced her own ideas. “There
Some members of the bpTT team of petrophysicists
was a need and we jumped in,
and we have found that we have
also benefited from the teaching
exercises,” she notes. Ali-Nandalal
has led the programme since 2004,
encouraging others from bpTT to
teach the course as well.
Last year, fellow employees Wendy
Chadee-Vincent, Robert Elliott,
Richard Ramoutar, Hilary Rose and
Dave Smith also lectured. Although
different petrophysicists lecture from
year to year, Ali-Nandalal and director
of geosciences Ed Warren remain
constant.
Ali-Nandalal says that teaching has
given them all a better grasp of the
science and Warren adds: “Through
lecturing, I have certainly deepened
my knowledge on the subject.”
Warren is also on the governance
board for the programme.
BPTT helped to establish UWI’s
geosciences programme in 2000
when the company realized the
need to develop these skills locally.
The creation of the programme
coincided with bpTT’s decision to
move the base of its exploration
activity from Houston to Trinidad.
The company contributes financially
on an annual basis and sponsors
three scholarships each year. BPTT
has hired 18 graduates from the
programme since its petrophysicists
began lecturing.
Petrophysicists from other
companies were invited to lecture
last year. Ali-Nandalal found the
response encouraging but felt there
was room for expansion.
But the work goes on. Kristin
Cross, a former student and now
petrophysicist at bpTT, has returned
to the classroom as a lecturer.
“I think it’s very helpful for the
students to see a graduate return
to lecture,” she says. “I’m very
appreciative of the support of the
senior petrophysicists, especially
Jo-Ann and Rob Elliott, who were
actually my lecturers five years ago.
I am grateful in particular to my team
leader Ed Warren, who allows me
the time to prepare, lecture, design
and grade assignments.”
11

12
ANNUAL PANYARd
LIME
BPTT hosted its annual panyard
lime in the bpTT Renegades
panyard in early February. Guests
were treated to performances by
the Renegades pan group and
local calypsonian Black Stalin.

PARTNERS IN ENERGY
CALYPSO COMPETITION
The ‘Mama Yo! Dat is Energy’ annual calypso
competition took place in early February. For the full
article on the competition, go to page 21.
BPTT, MARIONETTES RAISE
fUNdS fOR HEROES
BPTT and the Marionettes Chorale have joined
forces to help the Heroes Foundation, raising
TT$109,000 to put towards the foundation’s
activities.
The donation came from revenue from the
Marionettes’ gala performance in December.
Each year, Marionettes donates the
proceeds from the gala to a worthy cause.
Representatives from Marionettes and bpTT
handed over the TT$109,000 cheque to the
Heroes Foundation on 8 February.
The Heroes Foundation is a non-governmental
organization formed in 2002. The foundation’s
reason for existence is to nurture the next
generation of ‘Heroes’. This is achieved
primarily through their creation and promotion
of mentorship activities, by young people and
for young people. Their goal is achieved through
their Youth Development Programme and Big
Brothers, Big Sisters of Trinidad and Tobago.
13

14
Photo courtesy Marc Morrison

dANIEL – CALM,
YET STRONG
While bpTT’s latest
platform is the
fifth of its kind for
the company, the
project general
manager for the Serrette platform,
Michael Daniel, is no clone. Given
his performance track record, it may
well be the wish of some to have
his ‘double’ created for increased
success and efficiency in other
areas of the business, but bpTT’s
technology hasn’t quite perfected
that science as yet!
Joining bpTT nine years ago as a
project-cost estimating engineer,
Daniel can attest to the progress the
organization has seen since then.
He has been involved in several
projects and has witnessed firsthand
the construction of Serrette’s
predecessors: Cannonball, Mango,
Cashima and Savonette.
He has held responsibility for
Serrette since September 2009. In
this position he must meet goals
of being safe, on time and within
budget. So how does he go about
this? Daniel explains: “I ensure that
the team is given clear direction
on what we want to accomplish
and make this a priority. Safe is
the way we work and this must be
consistently demonstrated through
leadership.” Daniel must also ensure
that contractor staff can satisfy
bpTT’s expectations. “Contractors
are responsible for much of the
execution of work and it is therefore
always important to engage them,
especially on the need to be safe.
We do not want to hurt anyone.”
Daniel’s experience has strengthened
his belief that a well-thought out plan
on cost and timing is essential. This
way, informed and timely decisions
are possible when elements of
the project evolve and change. As
Daniel puts it: “We prepare for the
planned and unplanned. Risk and
change management are tools we
are armed with, but the key is their
correct usage.”
PEOPLE
LEFT AND OPPOSITE PAGE:
Michael Daniel, Serrette project manager, bpTT
The team leading the Serrette
project is a young one, but one
that is committed to demonstrating
that it can deliver and continuously
improve on what it does. Led
by Daniel, the team has been
able to incorporate lessons
learned from previous platform
projects. “In the challenging cost
environment of 2009, the Serrette
team successfully drove costs down
by US$182 million and improved the
overall operating efficiency of the
final phases of the project. In the
exploration and production segment
of the business, this has been
recognized as a new standard going
forward.”
In Daniel’s personality you will find
a calm, yet strong character with a
sharp sense of humour. Apparently
this is what it takes to keep a project
team motivated for success. Daniel
is considered one of the younger
leaders in the organization who has
already made a positive impact on
the business. According to Curtis
Mohammed, VP, developments,
bpTT: “I feel privileged to have
Michael as part of my leadership
team. His contribution serves to set
a solid foundation upon which we
can continue to seek improvement
and strengthen our momentum.
Over the past few years, I have seen
him develop into a leader who is
able to relate to people and maintain
excellence in terms of the business’s
performance.”
For Daniel, success in life also
means being able to spend quality
time with his family. He is a keen
advocate of trying to achieve the
right work/life balance and he is also
no stranger to the gym!
15

16
Members of the Renegades Steel Orchestra of Trinidad and Tobago on tour in Europe
BP RENEGAdES SURGE
TO fOURTH PLACE
BP Renegades made a dramatic surge forward in the national Panorama
steel pan competition finals this year to share fourth position in the
prestigious competition with Caribbean Airlines Invaders.
Playing the Junior Pouchet/ Alvin Daniel composition ‘Battle Zone’, BP
Renegades was in last place among the 10 semi-finalists. The band was led
by Everald ‘Redman’ Watson. Kenneth Guppy, one of the band members,
arranged the band’s selection.
Capturing the national Panorama championship for the second consecutive
year was the PCS Silver Stars, followed by Petrotrin Phase Two Pan Groove
in second position, and Neal and Massy All Stars in third place.
BP Renegades is the second highest winner of the national Panorama
competition to date, having won the title nine times, and is the only band
in the history of the competition so far to have won the title for three
consecutive years.

BPTT ANd
RENEGAdES –
40 YEARS ANd
COUNTING…
BP Trinidad and Tobago kicked off the celebration of its
40-year partnership with the Renegades Steel Orchestra
this year with a design competition for its 2010 T-shirt.
The T-shirt design was the first of three linked to the
enduring 40-year history and productive relationship
between the band and its sponsor. And the designs
were chosen through a new philosophy and approach
which focused on involving recently graduated artists in
the national community.
The company and the band will celebrate their unique
40-year association in June this year and the T-shirt was
the first item on the slate of celebrations.
The trilogy design came out of a competition launched
by the company in October 2009. The other two
designs of the trilogy will be used for the Carnival
seasons of 2011 and 2012.
A team of graphic artists, Seon Thompson and John
Farfan, produced the winning designs. All participating
artists were asked to submit an interpretive trilogy
design that would commemorate bpTT’s 40th year of
sponsorship of the band and highlight the rich history of
the BP Renegades Steel Orchestra.
Thompson and Farfan were awarded TT$30,000, for
their effort, while the second-placed Carol Lewis and
third-placed Kwynn Johnson each received TT$5,000.
Danielle Bailey, (left) corporate communications
manager, bpTT, presents prizes to winners of
the bpTT Renegades T-shirt design competition
The 2010 design by the Thompson-Farfan team
features a stylized depiction of a pan player. The
2011 design features a female pan player against
the backdrop of Port of Spain, while the last design
in the trilogy includes a backdrop that represents
different cities around the world. According to the
artists, the first design focuses on the pan player. The
second design emphasizes the importance of pan,
and Renegades in particular, to Port of Spain. The third
design highlights the fact that Renegades have taken
pan music to the world stage.
“The style is a caricature: the lean-back, the contorted
form of the person. When we started to work on
the computer we tweaked the designs, obviously, in
terms of colour and didn’t show too much…physical
features,” said Farfan.
For Thompson, it was important for the design to
capture the elements of pan. “My inspiration was
that I did designs before pertaining to pan and it
would always come back to rhythm and music and
excitement. It’s about how the panman would use
these two sticks and create this marvellous music and
the motion that the panman would have,” he said.
The two artists said they drew their inspiration from
the book: ‘Renegades – The History of the Renegades
Steel Orchestra of Trinidad and Tobago’, published by
Macmillan Caribbean.
17

CORPORATE
SOCIAL
RESPONSIBILITY
BPTT Challengers make
A POSITIvE dIffERENCE
When the global economic downturn
began, charitable organizations across
the country prepared to work with less,
as it was no secret that companies
and individuals alike would no longer
be able to give as much money and time as they once
did. Despite this, however, bpTT’s Challengers in 2009
brought cheer and hope to a number of charitable
organizations.
The Challenge programme, BP’s early development
programme, is a group-wide initiative for new graduate
recruits. The programme seeks to develop recent
graduates and provide them with intensive training.
BPTT remains committed to the programme and since
2005, a total of 112 Challengers have been hired.
BPTT’s Challengers are encouraged by the company to
become involved in community outreach programmes.
According to Patricia Nicholas, a geoscientist Challenger,
assistance was provided with basic necessities for
families, homes and organizations. “Our aim was to
ensure that we reached as many as we could with
the modest resources we had. It took some in-depth
planning, but in the end, we helped four different groups
across Trinidad.”
Among those who received assistance from the
Challengers were:
18
BPTT Challengers gather with members
of the Rainbow Rescue Home
Angels on Earth Foundation
This is a home for socially displaced girls in central
Trinidad that opened its doors in January 2010. The
Challengers assisted by providing a dining set, beds, a
refrigerator, a washing machine and a desk and chair.
The Challengers also provided hands-on assistance with
starting up the home.
The University of Trinidad and Tobago (UTT)
Students Part of a Solution Organization
This organization was founded and is being run by
students attending UTT. The group has a mandate
to provide mentorship and assistance to homes
throughout Trinidad. The Challengers met with
members of this group to determine how best they
could help with the mentorship programme and
provision of basic food items for families from these
homes.
Rainbow Rescue Boys Home
This home is for socially displaced and homeless boys. In
December of last year, the Challengers gave the home a
microwave, breakfast food items and Christmas snacks.
Christ Child Convalescence home
This home, located in west Trinidad, provides shelter for
abused and abandoned children. In collaboration with
bpTT’s finance department, the Challengers handed
over food hampers to the home.

BPTT continues
investment in
BUILdING
HUMAN
CAPITAL
IN
MAYARO
Graduates of the 2009
bpTT-sponsored
capacity building
training programme
for non-governmental
organizations (NGOs) and
community-based organizations
(CBOs) in Mayaro were proud
recipients of certificates of
achievement at a graduation
ceremony held at the Mayaro
Resource Centre in early March.
The NGO-CBO training programme
has seen 250 participants benefiting
from the two-day courses that have
been administered every month
over the last five years.
Ronda Francis, corporate
responsibility manager, bpTT,
explained that “The training offered
through this programme is expected
to assist in the holistic development
of the entire south-eastern region.
BPTT is committed to playing a
part in the long-term development
of Mayaro and we look forward to
working with the NGOs and CBOs
in doing so.”
With training being offered in critical
areas including financial literacy,
entrepreneurial skills and effective
communication, representatives of
several organizations have received
the skills they need to play an active
role in the development of their
communities.
Margot Joseph, who is a member
of the Mayaro/ Guayaguayare
Unemployment Organization and
Concerned Citizens (MGUOCC),
was enthusiastic about the
programme. “These courses are
very relevant to the aspirations we
have as a community. I think that
through these courses all of the
groups involved will be able to help
Mayaro realise its full potential,” she
noted.
Cross and Associates, led by chief
facilitator Andrew Cross, administers
the wide-ranging courses.
Addressing the graduates, Cross
pointed out that over the past five
years, bpTT had invested heavily in
the human resource development of
Mayaro, adding that a large cadre of
persons had been trained in various
skills. He stressed that the various
NGOs and CBOs now have the
tools necessary for taking charge
of their destiny and fast-tracking
development in their communities.
“I want to see the graduates here
take this entire programme to the
next level. You have to apply your
knowledge and expertise to projects
that will directly benefit the people
of Mayaro. In terms of the future,
organizations must form networks
and work together and show the
nation what Mayaro really has
to offer,” Cross encouraged the
graduates.
ABOVE: Andrew Cross (front centre), lead
facilitator of Cross and Associates, shares a
proud moment with graduates of the bpTTsponsored
NGO-CBO Training Programme
19

BPTT SAYS THANKS
TO EMPLOYEES
for their response to Haiti
It did not take long for bpTT
staff to move into action
following the catastrophic
earthquake that devastated
Haiti on 12 January 2010,
taking the lives of an estimated
200,000 persons. As a result
of bpTT employees’ quick and
generous response, the first
shipment of relief supplies,
including water, medicine, food
and building materials was sent to
Haiti on 5 February. Staff response
has been overwhelming and offers
of assistance and support are
continuing.
Additionally, bpTT has partnered
with other local companies and
organizations to send water,
medicine, food and building
supplies in four 20-foot and four
40-foot containers. The containers
were handed over to the Office
of Disaster Preparedness and
Emergency Management in
Jamaica, which is coordinating
Caricom’s relief effort.
“I was heartened by the strong
response of our employees
20
to the Haiti relief effort,” said
Mushtaq Mohammed, senior
bpTT manager, who coordinated
the company’s relief efforts.
“Employees gave of their time
and ideas very generously. We
also received tremendous support
from the national community,
especially members of the South
Trinidad Chamber of Industry and
Commerce. We were all motivated
by the desire to help a Caribbean
neighbour in need.”
Globally, the BP group has also
been part of the effort, donating
US$100,000 to the American
Red Cross to provide emergency
aid. Furthermore, the company
is matching donations made
by employees through the BP
Foundation, which is dedicated
to social and charitable causes
internationally.
Getting the supplies to Jamaica took
close collaboration among a number
of different organizations. Activities
ranged from donating supplies
to providing transport, doing the
paperwork, and packing containers.
BPTT and the other organizations
participating in the relief effort
purchased the containers that were
sent, with the intention of donating
them to the relief effort. This means
that they will remain in Haiti for
possible use as offices or temporary
housing.
BPTT also sent two more containers
in early February. That shipment
included 200 solar lanterns that
bpTT sourced from Tata BP Solar,
an arm of BP’s Alternative Energy
business.
“Our original intention was to
formulate a plan to meet the
immediate emergency needs of the
people of Haiti. However, we were
overwhelmed with support and now
plan a more sustained campaign
of assistance,” Mohammed
said. “Thus far 10 land and sea
containers have been shipped. I
express my sincerest thanks to all
the people who have made this
effort a success.”
ABOVE: Some of the supplies sent to Haiti

Yo! Dat
Is Energy!’
the second
annual calypso
‘Mama
competition of
the ‘Partners in Energy’ (PIE), took
place in early February and saw
Marlon Edwards of the National Gas
Company of T&T (NGC) copping the
first place for the second year in a
row. With a composition entitled ‘A
Nation After God’, he retained the
challenge trophy and took home the
TT$8,000 first prize. Second place
went to bpTT’s Wendy Chadee-
Vincent, who sang ‘Ah Cyah Take
it‘, with NGC’s Keigan Bharat
taking third place. They took home
TT$6,000 and TT$4,000 respectively.
Over 700 employees and friends
from the partner companies
gathered at the St John’s Ambulance
ENERGY CALYPSO
COMPETITION
raises over TT$75,000 for charity
Hall in North Trinidad to wave and
cheer on contestants who gave the
judges, Stephanie Lovelace, John
Gill, Alvin Daniel, Eric Taylor and
Jocelyn Carr Sealey, a difficult task.
Wendell Etienne undertook the
duties of master of ceremonies and
guest artistes Denise Belfon, JW
and Blaze, Benjai, Patrice Roberts,
Shal Marshall and Rikki Jai kept the
tempo going.
Now in its second year, the
annual fundraising event raised
over TT$75,000 and offered over
TT$30,000 worth of prizes. All
profits from the 2010 edition were
donated to the Rape Crisis Society
of Trinidad and Tobago.
PIE comprises Atlantic LNG, BG T&T,
BHP Billiton, bpTT, EOG Resources,
GDF Suez, NGC and Repsol.
RESULTS
1st prize
Marlon Edwards (NGC)
2nd prize
Wendy Chadee-Vincent (BPTT)
3rd prize
Keigan Bharat (NGC)
Most Humorous
Wendy Chadee-Vincent (BPTT)
Road March
Keigan Bharat (NGC)
Best Energy
Neil Alexander (Repsol)
ABOVE: Members of ‘Partners in Energy’ hand
over the cheque to the Rape Crisis Society of
Trinidad and Tobago
21

22
COMMUNITY
BRIGHTER PROSPECTS
scholars say thanks to bpTT
Recipients of grants under
bpTT’s unique ‘Brighter
Prospects’ education
scholarship award
programme for Mayaro are
taking full advantage of the ‘oncein-a-lifetime’
opportunity to pursue
higher education.
A total of 150 new and current
students from the wider Mayaro
community received grants for the
2010 academic year at a cheque
distribution function at the Mayaro
Resource Centre in early March.
Some 32 students are newcomers
to the programme, while 118 are in
their second or third year of studies
at various tertiary institutions.
First-year recipient Joshua Dowridge,
18, of Newlands, Guayaguayare, said
the funds would “go a long way” in
helping him to meet expenses for
books, travelling and lunch during his
studies in industrial maintenance at
Metal Industries Company in Pointeà-Pierre.
“This grant will be a great
help since I wouldn’t have to worry
about how I will meet my personal
expenses. I will be able to concentrate
on my studies,” he emphasized.
Celena Rigaldi, of Radix Village, a
second-year student at the School
of Business and Computer Science,
was also in high praise of the
Brighter Prospects initiative.
“This programme is very beneficial
to students who want to pursue
their academic dreams but have
limited funds at their disposal. It
opens the door for us to pursue
our dreams. This is one of the best
programmes that bpTT has started in
Mayaro,” said a satisfied Rigaldi.
Launched in 2003, Brighter
Prospects has awarded more
than 200 scholarships since its
inception. A total of 53 students
have graduated from a number of
educational institutions so far.
A notable feature of this year’s
cheque distribution process was a
‘one-on-one’ discussion conducted
by motivational speaker Don La
Foucade with students who had an
opportunity to improve their grades.
Cherril Sobers, social investment
advisor, bpTT, who supervised the
cheque distribution, said that several
LEFT: Cherril Sobers (centre), social
investment advisor, bpTT, helps process a
Brighter Prospects scholarship grant recipient
(left), with assistance from Coline Lewis
students who received poor grades
in the past were now A-grade
students following counselling.
“One of the main planks of the
programme is the counselling and
motivational support we provide to
students who experience academic
or other challenges. Judging from
the results, we are proud that
students who may have dropped
out are now excelling in their studies
following this timely intervention,”
Sobers pointed out.
Brighter Prospects students have
graduated from academic institutions
such as the University of the West
Indies, the College of Science,
Technology & Applied Arts of
Trinidad and Tobago, the Trinidad and
Tobago Hotel and Tourism Institute,
Cipriani Labour College and Metal
Industries Company, as well as
several private institutions.

JA TRAINING TO BE
ExTENdEd TO TERTIARY
INSTITUTIONS
as bpTT reaffirms its support
It was a celebration of dedication
and achievement in March as
Junior Achievement (JA), in
collaboration with longstanding
corporate partner, bpTT, hosted
its JA Titans prizegiving ceremony
at the bpTT corporate box, Queen’s
Park Oval, Port of Spain.
The ceremony celebrated the
success of the top secondary
schools that participated in the
2009 JA Titans programme, which
involved groups of students
competing in a virtual business
environment, simulated via an online
computer programme.
The students were challenged to
learn and apply knowledge in areas
such as business management,
capital investment, marketing,
price-setting, and research and
development, with the eventual
winners achieving the accolade of
‘JA Titans of Industry’.
Reynold Ajodhasingh, head of
financial operations, bpTT, was
high in praise of the students’
achievements. “Everyone who
participated in this programme will
enjoy the benefit of ‘learning by
doing’ in an exciting and dynamic
technological environment. The
students here are proof that the
future of business in our nation is in
safe hands,” he noted.
A background of the JA Titans
programme was provided by its
coordinator Rohann Maxwell.
“Since 1970, Junior Achievement
of Trinidad and Tobago has been
dedicated to educating students
about workforce readiness,
entrepreneurship and financial
literacy through experiential,
hands-on programmes. As a
proud product of JA, I can tell you
that this organization provides
wonderful opportunities for all-round
development.”
The audience paid rapt attention as
yet another former JA top achiever,
Richard Oliver, delivered the feature
address. Now a financial advisor for
Guardian Life of the Caribbean, Oliver
underscored the relevance of the JA
movement.
“Whether via cell phones or laptops,
technology is making knowledge
universal but many of us are not
shown how to apply it. This is the
role that JA has adopted in the
LEFT: Students of St Mary’s College were
all smiles, having won the 2009 JA Titans
competition
educational landscape by showing
how to apply learning in a ‘real
world’ environment at an early age,”
Oliver explained.
When the results were finally
announced, it was a proud moment
for St Mary’s College, which
continued its trend of excellence
in JA projects. Guided by teacher
Rudy Balwant, the St Mary’s
boys emerged champions of the
competition, receiving a cash prize
as well as laptop computers for each
student on the team.
Schools from across Trinidad and
Tobago took part in the programme.
The top finishers, including St
Joseph’s Convent, Port of Spain;
Belmont Boys Secondary and Rio
Claro High School, were all rewarded
for their excellent efforts with cash
prizes and other awards, including
Apple iPods and digital cameras.
Junior Achievement’s executive
chairman, J. Errol Lewis, was
enthusiastic about the future of
the organization’s involvement in
business education. “We will be
expanding the JA Titans programme
to include tertiary institutions as well
as making it available online in a new
format that will allow individuals to
participate in a competition that will
see the eventual selection of a JA
Business Titan of the Year.
“We have many exciting plans
for the future and we really look
forward to continuing to work
with our platinum sponsor bpTT
in revolutionizing and expanding
the work done by JA in educating
the young people of Trinidad and
Tobago,” Lewis said.
23