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Y o u r P a t h w a y t o HSSE t h eExcellence A m e –r Economic i c a s | Success Q 3 / through 2013 Innovative, Integrated HSSE Strategies

HSSE special In this issue: Interview with AmCham T&T Vice President and new AACCLA Chairman Nicholas Galt page 4 Delivering Value through effective Contractor Safety Management by Nalini Seeram-Rajpaulsingh Page 24 The Pursuit of Happiness by Karen Blackman

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

AmCham T&T Health, Safety, security and Environment (HSSE) Conference was held on the 24-25 September at the Hyatt Regency Hotel in POrt of Spain, Trinidad and tobago

AmCham T&T Linkage Q3/2013

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AmCham Trinidad & Tobago 62 Maraval Road Port of Spain, Trinidad & Tobago, W.I. Tel: (868) 622-4466 / 0340 / 628-2508 Fax: (868) 628-9428 Email: inbox@amchamtt.com Website: www.amchamtt.com

Welcome from the Editor Desiree Gobin-Seecharan AmCham T&T has focussed on building awareness and sharing best practices in the fields of health, safety, security and the environment for over 15 years as we believe that companies that excel in these areas are more agile and competitive. This is in keeping with our mission to add value to our members by supporting their thrust to become more competitive and sustainable. Over the years we have pursued this HSSE enhancement drive by educating our youth through essay and art competitions and forums, through the work of our HSE and Security Committees, through our HSSE Conference and Exhibition and by publishing thought provoking and informative articles in Linkage. We continue to encourage our members and the wider business community to integrate HSE and sustainability practices and principles into their business as it has been proven that companies that do so are able to grow faster and generate positive returns on capital. This HSSE issue of Linkage contains a wealth of articles on issues such as contractor management and safety, disaster risk management, business resilience and safety culture among others. It mirrors in a small way some of the information that was shared with over 300 persons during AmCham T&T’s 17th Annual HSSE Conference and Exhibition themed

Volume 3/2013 • ISSN 1814-1242

Linkage

CONTENTS Special Feature: H.S.S.E. AACCLA and AmCham T&T by Dominic Besson 4 Making HSSE a way of life by Dennise Demming 12 A Contractors Health & Safety Assessment Scheme for Trinidad and Tobago (CHASTT) by Colin Gaskin 14 Sustainable Solutions by Eden Shand 16 Environmental Management at National Energy’s Galeota Port Development Project By Loss prevention & sustainability department, National Energy Corporation 20 ICT for Disaster Risk Management by Atiba Phillips 22 Delivering Value through effective Contractor Safety Management by Nalini Seeram-Rajpaulsingh 24 Do you cultivate HSE? by Janice Learmond-Criqui 28 HSE Business Model by James Trim 32 Implementing SAFETY Systems by Kevin Singh 34 Why a Holistic Approach to Business Resilience Makes Sense by Erik S. Gaull 36 Economic Success through Health Safety and Environmental (HSE) Systems by Nicholas Beddoe 38

Business The Benefits of Professional Safety, Health and Risk Associations by Jerson Wattie What to do with that extra money? by Karrian Hepburn Thrive in a World of Uncertainty by Jeffrey P. Sarnacki Emerging Markets in an Interconnected World by Leslie Clarke The Case for Asset Integrity by SAMI Trinidad and Tobago the Next Tech Super-Power? by Andrew Galt

42 43 44 46 48 49

Thought Leadership Why the Future of Work will make us more human by James H. Lee

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Health and Wellness The Pursuit of Happiness by Karen Blackman

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Amcham T&T Viewpoint (English) Punto de Vista (Español) AMCHAM T&T New Members AmCham T&T on the Inside

I encourage you to read, learn and share the ideas and knowledge contained in these articles as we work towards integrating a culture of safety into our daily lives.

Advertise on the AmCham T&T website for very low rates. contact Melissa Pierre, Trade and Communications Officer at trade@amchamtt.com 2

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The opinions expressed in the editorial contributions in Linkage may not necessarily be those of AmCham T&T. We welcome any comments you might have! Simply email a “Letter to the Editor” to the AmCham T&T Secretariat— inbox@amchamtt.com.

AmCham T&T’s Vision To be the preferred private sector business organisation for the stimulation of free and fair trade and investment within the Americas and the Caribbean.

AmCham T&T’s Mission AmCham will add value to our member companies within the following key focus areas: Enhancement of Competitiveness Generation of new business and market access for services/goods Influence on policies and legislation Transfer of Knowledge Contribution to Sustainable Development Design & Layout: Paria Publishing Co. Ltd. Printing: Caribbean Printing Technologies Ltd.


Special–Feature: Energy and the energy sector HSSE Excellence Economic Success through Innovative, Integrated HSSE Strategies


Association of American Chambers of Commerce in Latin America (AACCLA)

AACCLA and AmCham T&T Interview with AmCham T&T Vice President and AACCLA Chairman Nicholas Galt & AmCham T&T President Hugh Howard

by Dominic Besson

Photo courtesy Guardian Newspapers

Director, Paria Publishing Co. Ltd.

Nicholas Galt, Vice president of AmCham T&T, was appointed What is AACCLA's stance on the Caribbean Chairman of the Association of American Chambers of Commerce Court of Justice (CCJ), and on the promotion of justice and crime reduction? in Latin America on 1 October 2013. LINKAGE interviewed him and N.G. One of the pillars of AACCLA's AmCham T&T President Hugh Howard. What were you able to achieve so far during From the AACCLA perspective, my intention is to your 12 years involvement with AACCLA? make the AACCLA position in all the AmChams N.G. I have been a participant in the establishment of the free trade agreements of DR-CAFTA and more recently of the FTAs between Panama and Colombia and the U.S. AACCLA works alongside the US Chamber in the promotion of free trade among the countries of Latin American and the Caribbean. Our meetings are very structured. We promote and lobby for the free movement of goods between countries of the hemisphere. We are expanding our agenda to include trade in services. During my period of tenure, we would lobby Washington and in particular key Congressmen, to push through these agreements with the U.S.

more relevant. Even though AACCLA is the governing body of all the AmChams in the region, we have three official board meetings a year. One is held in the first quarter, one at midyear which is held immediately before/after the Annual Business Future of the Americas (BFA) conference and the third in the last quarter of the year which is always held in Washington. The BFA conference is rotated across the region and is awarded to the AmCham making the best bid for same. AmCham T&T hosted this event in 2008, and we set the bar in delivering the very best BFA conference up to that time.

Besides making AACCLA more relevant, This would have to be the biggest successes my intention is also to find ways to improve that we had during my previous work done with trade between the countries of the Caribbean AACCLA. and Latin America with each other and also with the United States — truly the AmCham How do you see your appointment as vision and mission. But my overarching vision Chairman, benefiting trade in Trinidad and is to bring relevance to the AmChams from an Tobago and the Caribbean and South/Central AACCLA perspective. We have a huge influence American region? in Washington, because AACCLA is a sister N.G. As chair of AACCLA I have to maintain organisation of the U.S. Chamber of Commerce. a hemispheric outlook as just opposed to a T&T Consequently, we have a major voice on how the outlook. My intention is to try and achieve both. federal government delivers and gets involved in certain initiatives in the region. 4

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philosophy and positioning is the rule of law, which actually was the predominant discussion of our meeting in Washington last week. Unfortunately, AACCLA has no influence as to what happens at the CCJ level, but what we try to do [at the U.S. level] is to facilitate and protect the region as much as possible. There is a tremendous war against drugs and crime throughout the region. Approximately US$200 billion dollars a year is spent by the United States trying to fight the drug trade in the region. They are protecting the seas; they are going after the shipments. I think last year (the United States Law Enforcement Agencies])confiscated upwards of US$600 million (in drug busts), which, we were told very emphatically that they do not count in bills, they measure money in weight! 850,000 pounds of currency bills! But the regional drug trade itself is maybe a US$600 billion business, and it is being diverted to Europe. Unfortunately, if we succeeded to get rid of the drug trade, these criminals would find a different way to get involved in crime, e.g. human trafficking. An interesting statistic learnt was that I kilo of cocaine fetches US$45,000 in the U.S. but in the UK the same 1 kilo fetches US$245,000.00 to US$300,000.00 So the rule of law is a very big issue! AACCLA, the US Chamber and the US government all try to ensure that it is upheld. Unfortunately, many of continued on page 6


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies


Association of American Chambers of Commerce in Latin America (AACCLA)

The message I'd like to get to our readers out there, would be: AmCham T&T is a port of entry into any country in this hemisphere and to use us is to find a way to get access into the countries of the region. our people participate in crime. Crime abounds in all different ways, in the way that we drive, in our disregard for Intellectual Property etc. In T&T anyone can walk in to a store and purchase an (illegally copied) DVD for TT$10.00. That is somebody else's intellectual property — so that's a crime! We are not upholding the rule of law, and this (sort of crime) is pervasive in many of the territories that exist in our region. Counterfeit drugs are another problem. The Authorities must recognise these are criminal offences and must do what is necessary to correct same.

How do you think AACCLA can help Caribbean and small island economies diversify away from things like tourism? N.G. That is not one of the mandates of AACCLA. AACCLA fosters and delivers trade between the region, but we cannot get involved in a sovereign state and try to change how that state delivers its goods and services. In CARICOM for example, every single country is divided on many of the issues. Consequently, as a bargaining body, CARICOM has very little success because the unity is not there. What AACCLA can do though is to try and find a way to facilitate better trading agreements between CARICOM and the US. The Caribbean region enjoys a preferential agreement with the United States which is the Caribbean Basin Initiative (CBI). This agreement was created at a time when the Caribbean dealt only with the export of goods. The Caribbean, like all other regions, have the need to export services and the CBI agreement currently in place will not provide us access for services to the U.S. AACCLA is in a position to lobby for the U.S. to work towards an agreement between CARICOM and the U.S. to allow Caribbean nations to export services to the U.S. Services are varied and can include tourism, finance and ICT services among others. I personally have been knocking on the doors of Congress for the last 11 years to promote this agenda. I accept the fact that the CBI is a one way preferential agreement between the region and the U.S and I also accept the fact that any such move to formalise the provision of services to the U.S. would result in a need for reciprocity and therefore open our doors to U.S. companies wanting to provide services to us as well. Free trade is good for all countries whether it means that we have to ramp up to face competition from the U.S. or other territories. 6

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What does your appointment as Chairman of is determined. The downfall of this happening is AACCLA mean for Trinidad and Tobago? that access to grants etc. and to beneficial debt repayment plans have been removed. I am of the view that one simply cannot look at the GDP of a country and rate that country as being innovative on that factor. If you looked at it purely from a logical standpoint and your country was rich in minerals but poor in providing education, basic infrastructure, hospitals etc., and the country had a small population which resulted in a high GDP like T&T, how could that possibly result in a rating of being an innovative country. Ask the question. Are we really an innovative country? I think not and I suspect that most of our people share this point of view. Take the example of Panama. Panama has a 300 acre campus known as The City of Knowledge. They are way in front of T&T on an innovative basis yet because their per capita GDP is 14,000.00 per annum against T&T’s 19,000.00 they qualify at Stage 2 of the developmental stages as an efficiency driven The message I'd like to get to our readers out economy but T&T qualifies as transitioning from there, would be: AmCham T&T is a port of entry stage 2 to 3 as an innovation driven economy. into any country in this hemisphere and to use I support the Prime Minister’s call to the U.N. us to find a way to get access into the countries and also deem the position to be one which of the region. AmCham T&T should be your first should be given consideration and repositioned port of call. accordingly. N.G. This is the first time that any Caribbean national has been appointed to this position. It places the AmCham T&T in a very strategic position to enhance trade between not just the U.S and Trinidad and Tobago, but the US, T&T, CARICOM, Central and South America. Any significant meeting of the hemisphere will, through my presence as Chairman of AACCLA, have a Trinidadian attending, who is looking out for T&T's interest and for Caribbean's interest. I will be a voice that represents the problems of the region and the expectations that we have to try and influence change. I think there is a lot of benefit to come out of this. It is important though to also understand that I will need to wear my hemispheric hat to ensure that AACCLA’s interest and all of its member Chambers is also well represented.

Hugh Howard: AmCham T&T has now even greater reach and influence in terms of hemispheric trade and investment. Nicholas understands the requirements of T&T and CARICOM, much better than someone from Latin America.

Before I leave this point though I would want to appeal to all companies taking the annual survey which produces some of the data used in the determination of a country’s competitiveness index to pay special attention to the survey and evaluate all questions with great care. This data, together with data which is provided by the CSO At present, the TT Government is lobbying is used in the rating process. Regrettably the against certain debt repayment conditions, hard data provided is not always up to date and which it deems as unfair. Can you comment has an overall negative impact on the country’s of the use of per capita income to determine rating.

a country’s level of development and its Howard: You should look at the total picture, need for grant and concessional financing, or should there be other factors besides GDP distribution of income, the areas where you are in assessing development? Is this issue on the getting your greatest revenue, how substantial AACCLA agenda? that is and is it something that can change N.G. The issue here is much wider than this. The Prime Minister’s lobbying at the UN recently had to do with the new status in which T&T finds itself. The WEF’s competitiveness index was presented locally on the 4th of September at the Lok Jack Graduate School of Business. A country’s stage of development, within the WEF rulings, is by and large determined by its GDP per capita income. T&T’s GDP puts us in between stage 2 and 3 and unfortunately changes the measurements by which our competiveness rating

within a year or so. I think what our country needs to do, rather than squabble about this GDP per capita, is to come up with some definitive plans which demonstrate the purpose of sustainable development. If you have a very transparent policy, and need funding for a certain area, the IDB would provide loan financing, because it can be sure that what we are doing is fair and transparent. That is the direction we have to go.


VIEWpoint The WEF Global Competitiveness Report 2013/2014, released in September 2013, classified Trinidad and Tobago as an Innovation Driven Economy and assigned us a rank of 92 out of 148 countries surveyed. This new classification is as a result of our per capita GDP income, which is estimated by the IMF to be approximately US$19,000.00. It is instructive to note that the actual growth rate for 2012 is 1.6%, while for 2011 it was 0.2%. This WEF classification, however, signals confidence in T&T’s potential for sustainable economic turnaround. There is no room for complacency, however, as we have fallen in the rankings from 84 in 2012 to 92 in 2013. While we are doing reasonably well in some areas such as goods and labour markets efficiencies, health, primary education, financial market development and macroeconomic environment, there are important areas which require significant improvement, including our capacity to innovate, quality of scientific research institutions, investment in research and development (R&D) and government procurement of advanced technology products. As a private sector organisation, AmCham T&T advocates and remains committed to the objective of our country achieving and maintaining a competitive environment and that our members are well positioned to take advantage of trade and investment opportunities hemispherically and globally. It is against this background that AmCham T&T continues to focus on elevating national Health, Safety, Security and Environmental (HSSE) awareness and standards and to demonstrate the link between HSSE excellence and economic success — a position we have been championing since 1996. Integration of HSSE best practices into a company’s operations generates both tangible and intangible benefits such as: •

Automatic compliance with relevant legislation

Avoidance of controllable costs and business operations

Efficient use of resource

Increased employees morale and productivity

Improved reputation and the potential to attract new business

In keeping with our conviction of the efficacy of HSSE best practices and in furtherance of our objective to educate and disseminate information to our members and the wider community, our recently concluded HSSE Conference and Exhibition was predicated on the

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BY HUGH HOWARD PRESIDENT OF AMCHAM T&T

theme “HSSE Excellence — Economic Success through Innovative, Integrated HSSE Strategies”. Local and international experts made presentations and conducted workshops that included practical examples of the positive effects on companies’ bottom line. The development of a culture of HSSE best practices within the hemisphere will serve as a fillip to broaden and deepen trade and investment among the U.S.A., Latin America and Caribbean countries. As a member of the Association of American Chambers of Commerce of Latin America (AACCLA), with our close relationship with the United States of America and the influential US Chamber of Commerce as well as our developing ties with resident diplomats from Latin America, AmCham T&T is uniquely positioned as the "Pathway to the Americas" to assist in the attainment of this vital objective. Further, the recent election of AmCham T&T’s Vice-President, Nicholas Galt, as Chairman of the Board of Directors of AACCLA is eloquent testimony of the esteem with which we are held and has further strengthened our ability to leverage our connections throughout the Western Hemisphere. According to the World Economic Forum’s Regional Economic Outlook for the Western Hemisphere, growth (real GDP) in Latin America is projected to strengthen to 3.5% in 2013 and to reach 3.9% in 2014. While these figures are moderate compared with pre 2008/2009, we feel comforted that they are realistic and higher than what is projected for other regions in the Western Hemisphere. It therefore behoves all stakeholders to ensure market readiness in order to take advantage of the potential and current opportunities available. AmCham T&T remains willing and committed to assist its membership and by extension the wider community in the thrust for becoming the preferred destination for trade and investment. To this end we have embarked on a number of initiatives, including a Trade and Investment Forum, scheduled for the first half of 2014, which will, inter alia, explore investment opportunities and major capital projects in selected Latin American countries, provide expert speakers on trade in goods and services, competitiveness and energy-related issues, and offer business appointment services. This forum will be an excellent environment for business executives and entrepreneurs to network with like-minded individuals and to take advantage of new growth opportunities. We are sensible of the fact that an enabling environment is crucial to sustainable economic development and that Government’s role as facilitator is imperative. AmCham T&T will therefore continue its efforts of collaboration and advocacy with Government on all aspects of governance relevant to the creation and sustainability of such environment. In this regard we continue to pursue, among other things, dialogue and advocacy on the Draft Air Pollution Rules, Government Procurement legislation, Crime (white collar and violent) and a stable, non-confrontational industrial relations climate.


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Republic Bank


PUNTOdeVista El Informe de Competitividad Global del FEM (Foro Económico Mundial) de 2013/2014, publicado en septiembre de 2013, clasificó a Trinidad y Tobago como Economía Impulsada por la Innovación y nos asignó el lugar 92 de 148 países analizados. Esta nueva clasificación es el resultado de nuestro ingreso PIB per cápita, que, según el FMI, se calcula en unos $19,000.00. Cabe destacar que la tasa actual de crecimiento para 2012 es de 1,6%, mientras que para 2011 fue de 0,2%. Esta clasificación del FEM, sin embargo, indica confianza en el potencial de Trinidad y Tobago para un vuelco económico sostenible. No hay espacio para la autocomplacencia, sin embargo, ya que hemos descendido en la clasificación mundial del lugar 84 en 2012 al 92 en 2013. Aunque las cosas marchan relativamente bien en algunas áreas, como en los niveles de efectividad del mercado laboral y de bienes, la salud, la educación primaria, el desarrollo del mercado financiero y el clima macroeconómico, existen áreas importantes que requieren de una mejoría significativa, incluida nuestra capacidad innovadora, la calidad de las instituciones de investigación científica, la inversión en investigación y desarrollo (I+D) y la adquisición por parte del Gobierno de productos tecnológicos avanzados. Como entidad del sector privado, AmCham T&T aboga y mantiene el compromiso hacia el objetivo de nuestro país de alcanzar y mantener un clima competitivo y que nuestros miembros estén bien ubicados para aprovechar las oportunidades comerciales y de inversión que se presentan a escala hemisférica y mundial. Es en este contexto que AmCham T&T continúa centrando su atención en el incremento de la conciencia y las normas de higiene, seguridad y medioambiente (HSMA) a nivel nacional, además de demostrar el vínculo entre la excelencia de estas temáticas y el éxito económico – posición que hemos estado defendiendo desde 1996. La imbricación de las buenas prácticas en las áreas de higiene, seguridad y medioambiente (HSMA) con las actividades de una empresa es un elemento que genera beneficios tanto tangibles como intangibles, tales como: •

Cumplimiento automático de la legislación pertinente

• Invalidación de los costos controlables y las actividades empresariales

POR HUGH HOWARD PRESIDENTE DE AMCHAM T&T

HSMA – éxito económico mediante estrategias novedosas e integrales de HSMA.” Varios expertos locales e internacionales expusieron sus criterios y condujeron talleres que abarcaron ejemplos prácticos sobre los efectos positivos en el balance de las empresas. El desarrollo de una cultura de buenas prácticas sobre HSMA dentro del marco hemisférico fungirá como estímulo para ampliar y profundizar el comercio y las inversiones entre los Estados Unidos, América Latina y los países del Caribe. Como miembro de la Asociación de Cámaras Americanas de Comercio en América Latina y el Caribe (AACCLA, por sus siglas en inglés), con nuestra estrecha relación con los Estados Unidos de América y la influyente Cámara de Comercio de los Estados Unidos, así como a través de nuestros crecientes lazos con diplomáticos residentes del área de América Latina, AmCham T&T cuenta con una posición envidiable como Sendero a las Américas en aras de coadyuvar al logro de este objetivo crucial. Además, la reciente elección del vicepresidente de AmCham T&T, Nicholas Galt, como Presidente de la Junta Directiva de la AACCLA, constituye un testimonio elocuente de la estima que se nos profesa – a la vez que se ha potenciado nuestra capacidad de sacar partido a las conexiones que tenemos por todo el hemisferio occidental. Según el Panorama Económico Regional del Foro Económico Mundial para el Hemisferio Occidental, se espera un repunte de 3,5% en el crecimiento (PIB real) de América Latina para 2013 hasta llegar a 3,9% en 2014. Aunque estas son cifras moderadas si se les compara con las registradas antes de 2008/2009, nos tranquiliza el hecho de que son realistas y más altas que las proyectadas para otras regiones del hemisferio occidental. Es, por tanto, responsabilidad de todos los actores garantizar la disposición del mercado en aras de aprovechar las oportunidades tanto potenciales como actuales que se presenten. AmCham T&T mantiene la disposición y el compromiso de ayudar a sus miembros y, por extensión, a la comunidad en general en el empuje por convertirse en el destino de preferencia para el comercio y las inversiones. En este sentido, hemos emprendido un grupo de iniciativas, entre las que destaca un Foro de Comercio e Inversión, programado para la primera mitad de 2014, el cual, entre otros temas, explorará las oportunidades de inversión y los principales proyectos de capital en países latinoamericanos seleccionados, facilitará la participación de oradores expertos sobre comercio de bienes y servicios, competitividad, asuntos vinculados al área energética y brindará servicios de encuentros empresariales. Este foro creará un ambiente excelente para que los ejecutivos de negocios y los empresarios conecten con individuos afines y aprovechen las nuevas oportunidades de crecimiento.

Reconocemos que un clima propicio es de vital importancia para el desarrollo económico sostenible y que el papel del Gobierno como • Aumento de la moral del personal y de la productividad del facilitador es un elemento imperativo. AmCham T&T proseguirá, por ende, mismo sus esfuerzos de colaboración y abogacía con el Gobierno en todos los • Mejor reputación y el potencial para atraer nuevos negocios aspectos vinculados a la gobernabilidad con pertinencia para la creación y sostenibilidad de dicho clima. En este sentido, proseguimos, entre otros Al mantener nuestra convicción sobre la eficacia de las buenas prácticas temas, el diálogo y la abogacía sobre el Proyecto de Regulaciones para en las áreas de higiene, seguridad y medioambiente (HSMA), y en el logro controlar la contaminación del aire, la legislación sobre adquisiciones de nuestro objetivo de educar y divulgar información a nuestros miembros y gubernamentales, la prevención de delitos (de cuello blanco y de carácter a la comunidad en general, promulgamos nuestra Conferencia y Exposición violento) y un clima de relaciones industriales estables y no beligerantes. sobre HSMA, recientemente concluida, bajo el lema “Excelencia en •

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Uso eficiente de los recursos

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Making HSSE a way of life

by DennisE Demming

Lead Consultant , Demming Communications

Recently a young mechanic died because he was pinned to the ground by a vehicle which he was repairing... a couple was run over by a vehicle and killed while crossing a highway at night. These two incidents and several others have led me to consider some of the reasons why we continue to witness such casual disregard for basic rules of safety and security. My preoccupation intensified as we participate in the 17th Annual HSSE Conference hosted by Amcham. For as long as there has been an energy sector in this country there has been some recognition of the importance of safety in the workplace. The modern day translation of this notion is the recognition of HSSE (health, safety, security and the environment). While we seem to be doing all the right things to entrench an HSSE culture in the workplace, my casual observation of non work behaviours suggests that there is very little acceptance that HSSE is a way of life and not a silo activity to be performed in the office and forgotten once we exit the company’s compound only to be rekindled when we return the following day. That it is a way of life to be practiced for the greater good seems lost on the majority of the population. When the model of plan/do/check/ act informs all our actions then we would know that HSSE has been truly entrenched. As long as the incongruence continues between the behaviours in the workplace and other social behaviours, we are not hitting the mark with our HSSE investment. What really underpins this question is how do we change behaviour? Behaviour change begins in the mind. It is instantaneous. Important decisions are long in the decision making process. But once people decide to change behaviour it is as easy and instantaneous as a thought. The second factor that impacts the decision making process is the outcome or reward. Once people are clear on the outcomes, behaviour change becomes easy.

50th Anniversary of HSSE will roll around and the gap between organisational behaviour and other social behaviour will continue to exist.

understood by the employees. In other words, it is necessary to speak in the language of the person with whom you are communicating. From the viewpoint of process, the lines of communication at all levels must be clearly established and known to all. In this age of instant communication, employees expect to receive short, sharp messages which are to the point and deliberate.

Entrenching HSSE as a way of life requires the coming together of four elements: the management processes or systems must be The heart of the matter lies in the leadership. identified and robust, the communication An old cliche comes into focus “people do what mechanisms must be evident and known to you do and not what you say”. While it appears all, the organisational arrangements must be quite inane to say that people are looking designed to encourage persons to think and for behaviour change in leaders before they act differently and mechanisms to sustain the change themselves, it is a fact and throughout behaviour change must be institutionalised. organisations and the society, people are In general, for organisations to entrench scrutinising their leaders, waiting for the right HSSE as a way of life, they have to apply the cues and clues. Not only are they waiting for same degree of expertise and maintain the actions, they are also looking out for reactions. The way the leadership responds to a particular same standards that are applied to their core issue often determines the behaviours exhibited business activities to all aspects of health, safety, security and the environment. It is the only way by employees. to effectively minimise risks and prevent harm Performance outcomes of the organisation to people. must be consistent with the tenets that companies We are reminded that behaviour change is are trying to foster in driving HSSE performance. preceded by thought. It takes but a moment If people are not behaving differently, then nothing is changing. To get a different outcome, to decide to do the right thing. Delivering you have to change behaviour. One way of behaviour change is easier than we think and supporting behaviour change is to focus on data often a lot more fun. to inform your communication. A note of caution however is that “big number” outcomes often mask a multitude of evils of non compliance issues on the front line. What would be helpful is a more intense focus on the hundreds of near misses which are hidden. Systematic implementation of methods of capturing near misses will provide the data necessary to inspire behaviour change. When it is known that data underpins the communication message, the level of credibility immediately increases.

When we reduce the incidents of death because of crossing a highway in the night or being crushed to death by a vehicle which slipped off the jack, we would have signalled that HSSE is a way of life. Until then, it is a work in progress that requires continuous communication.

Other countries have institutionalised HSSE so there is no need to build a new bridge when other people have mastered the art of bridge building. We need not waste time and In addition to the leadership, the entire energy re-inventing the wheel, we simply need The HSSE traction is not strong because we have not engaged people’s hearts and company needs a clear understanding of the to use the same template others have used to minds around HSSE as a way of life. If this real HSSE goals and objectives. They must be written communicate the value of making HSSE a way engagement continues to elude us, then the in language that is clear, concise and easily of life. 12

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

A Contractors Health & Safety Assessment Scheme for Trinidad and Tobago (CHASTT)

Colin Gaskin Senior Inspector The Occupational Safety and Health Agency (OSHA)

Excellence”, was also hosted by OSHA as a proactive effort towards fostering a balance between economic development and Decent Work; it included a series of lectures by local and international experts and live demonstrations of safe work practices by major firms. These initiatives were in accordance with Articles 5 and 9 of the ILO Convention 81 (C81), which recommends engaging technical experts and specialists in the protection of the health and safety of workers. C81, ratified by Trinidad and Good procurement practice also mandates subcontracting work without adherence to Tobago on August 17, 2007, also requires that the experience of the contractor match similar measures will logically undermine the supply of information and advice to the complexity and associated risks of the initial control measures and provide avenues employers and workers concerning the most effective means of complying with project. The Occupational Safety and Health for incompetence. legal provisions. Agency of Trinidad and Tobago (OSHA) has noted that contractor pre-qualification criteria for projects often exclude the Initiatives of OSHA to promote A national contractor safety necessary elements to ensure that the contractor safety scheme Previous initiatives by OSHA to promote project is completed in a manner consistent Through the Safe To Work (STOW) initiative with good OSH practices. Often flaws in the contractor safety systems and practices introduced by the Energy Chamber in 2006, system and deficiencies in the procurement include a contractors’ symposium “Small uniform pre-qualification requirements mechanism lead to firms of questionable Steps to Big Change: Transforming the and an independent certification scheme competency being awarded contracts with Workplace, Changing the Culture” held were created, promoting consistency in HSE inevitable poor management of projects, in 2009 during the construction boom management systems for contractors in cost/time overruns and unfortunately in to educate, inform and sensitise small the energy sector. Operating oil and gas some instances, critical injuries and fatalities contractors and self-employed persons companies can consequently be assured on worksites. Moreover, even if a contract to critical OSH-related matters. In 2011 a of a certain level of HSE commitment by is awarded to a principal/main contractor three-day national construction symposium service providers prior to the award of through a rigorous tendering, screening and and trade show “Constructing Steps to the a contract. There is no national scheme, selection process, the principal contractor Next Level of Safety: Beyond Compliance to

Achieving and maintaining a sustainable framework to promote good Occupational Safety and Health (OSH) practices must be a collaborative effort among all stakeholders. Clients, inclusive of the state, must recognise their responsibility and adhere to the highest standards of procurement practice; specifically this should include ensuring the OSH competence of contractors recruited for projects. Prior to an appointment, an assessment of a firm’s organisation and arrangements for safety and health in addition to their experience and track record must be adequately conducted.

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

The effectiveness of STOW in Trinidad and Tobago is due to the mandatory requirement of STOW certification via the STOW Charter; the Energy Chamber and participating companies in the energy industry ensured that it is obligatory that contractors be STOW certified prior to working with those companies who are signatories to the Charter.

however, to ensure that purchasers across Trinidad and Tobago, inclusive of those involved in procurement on behalf of the state are assured a similar level of OSH competency from contractors offering their services nationally. To bridge this gap Trinidad and Tobago can pattern the Contractors Health and Safety Assessment Scheme (CHAS) developed in Great Britain in 1997. CHAS is a national database of contractors who have been subjected to a safety and health assessment and have demonstrated adequate compliance and management standards. They are therefore approved to work on contracts (subject to approval of other factors, including financial integrity). The assessment scheme is dedicated to completing health and safety pre-qualification assessments to a nationally recognised and accepted threshold standard. Unlike STOW, CHAS can be applied throughout the state and across all industrial sectors.

1. The CHAS assessment: if a supplier passes this assessment they have demonstrated that they can adequately manage health and safety. 2. The employer (buyer) checks that a potential supplier has the ability, experience and resources to carry out the specific work they have applied to do. The buyer will consider criteria such as method statements, specific risk assessments, references, examples of previous similar work, training and available resources. 3. Monitoring the supplier when they are doing the work. Buyers will check that suppliers are managing the work safely, carrying out the method statements properly, have enough resources, liaising suitably, managing the site effectively and providing adequate supervision.” In accordance with the scheme, the level of assessment at stages 2 and 3 are normally proportionate to the level of risk involved.

Assessing supplier competency Several contractors and consultants (suppliers) frequently apply for work with public and private sector organisations (buyers) and are required to meet the health and safety standards of the latter. The rationale for CHAS is similar to STOW; assessing the health and safety competence of a supplier is usually a lengthy and time consuming process. Further, suppliers satisfying the OSH standards of one buyer may not necessarily meet those of another. CHAS approval reduces duplication as the supplier compliance will be accepted by all CHAS buyers as a standard set of health and safety compliance criteria is provided.

Implementation of CHASTT

The implementation of a “Contractor Health and Safety Assessment Scheme of Trinidad and Tobago” (CHASTT) will be an ambitious undertaking. Similar to the STOW scheme, CHASTT will also reduce the excessive costs caused by pre-qualification duplication, but on a national level. It is also recognised that some prospective buyers do not have the necessary skills or resources to undertake supplier assessments. CHASTT approved contractors will be subjected to a safety and health assessment consistent with the requirements of the Occupational Safety and Health Act No. 1 of 2004, as amended by the OSH Act As indicated at www.chas.co.uk/ the No. 3 of 2006, relevant OSH regulations following three stages are described to and will have to demonstrate adequate assess supplier competency, “from the time compliance and management standards. a supplier applies for a CHAS assessment, To ensure effectiveness CHASTT must be through to working for a buyer: made compulsory and even supported

by legislation to adequately address the shortcomings experienced nationally regarding the incorporation of OSH into procurement processes. The effectiveness of STOW in Trinidad and Tobago is due to the mandatory requirement of STOW certification via the STOW Charter; the Energy Chamber and participating companies in the energy industry ensured that it is obligatory that contractors be STOW certified prior to working with those companies who are signatories to the Charter.

Registration and Licensing of Contractors A single national register for all contractors operating in Trinidad and Tobago is recommended to support a CHASTT initiative. Registration and licensing of contractors would be pivotal in raising the performance bar for contractors operating nationally, furthermore transparency, accountability and efficiency would be positively affected. The Trinidad & Tobago Contractors Association recognises the value of contractor registration and licensing and has been engaged in an exercise with the Ministry of Works and Transport (now the Ministry of Works and Infrastructure) for the establishment of a legal framework to give effect to this. A single register, similar to “Constructionline” of the UK, backed by legislation will support a CHASTT initiative and provide a platform to incorporate the OSH element of prequalification. In procuring contractor services via CHASTT there will be a greater assurance of a reasonable and robust judgement prior to the award of a contract; the contractor’s organisation and arrangements for safety and health will be assessed in addition to their experience and track record. Most significantly this scheme will apply to contractors providing their services throughout Trinidad and Tobago.

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

SUSTAINABle solutions

By Eden Shand President, The Tropical Re-Leaf Foundation

The theme for the 2013 AMCHAM Conference suggests that corporate economic success can be achieved through the innovative integration of HSSE strategies, that is the integration of social (health, safety and security of people) and environmental strategies. The theme provides an opportunity to temporarily delink environment from the HSSE quartet and to zero in on how environmental sustainability can co-exist with economic success.

Thinking for the 21st century reconfigures the three legs of the tripod, as three rings of an onion, as shown in Figure 2 – the economy at the centre, operating within a social context, the people who created the economy, and both enveloped by nature, the environment, upon which they depend for their existence and survival.

Only in the last decades of the 20th century Figure 1: The Sustainable Development Tripod Figure 2: The Sustainable Development Onion did environmental degradation gain recognition as a fundamental challenge to economic success. Traditionally, the integration of economic, social and Economy Environment environmental issues has been depicted, as in Figure 1, through the overlapping of Economy SUSTAINABLE three circles representing the economy, the DEVELOPMENT social community and the environment. Society The area where the three circles overlap Social Environment represents balanced and sustainable Community development, where trade-offs are made between the three legs of the tripod of sustainable development. This, however, is dated thinking. 16

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economic sustainability has to do with the maintenance of man-made capital, environmental sustainability has to do with the maintenance of natural capital – healthy air, fresh water and intact forests (a sink for waste CO2), for example. The message of this article is that to achieve economic success, Investment in the maintenance of natural capital must go hand in hand with investment in man-made capital. This is the new global thinking.

According to economist Herman Daly, the economy is a subsystem of the finite biosphere that supports it and economic success can only be possible and sustainable if society takes heed of the inherent biophysical limits of the global ecosystem. Society takes heed of the biophysical limits of the environment by protecting the sources of raw materials used for human needs and ensuring that the sinks for human waste remain capable of coping with all the waste that we generate. This translates into holding waste emissions within the assimilative capacity of the environment without impairing it. This is the essence of environmental sustainability, which, in the final analysis, means the maintenance of natural capital. And just as economic sustainability has to do with the maintenance of man-made capital, environmental sustainability has to do with the maintenance of natural capital – healthy air, fresh water and intact forests (a sink for waste CO2), for example. The message of this article is that to achieve economic success, Investment in the maintenance of natural capital must go hand in hand with investment in man-made capital. This is the new global thinking. Thinking globally but acting locally has become one of the mantras of environmental activism. How can a country like Trinidad and Tobago subscribe to the ethic of thinking globally and acting locally? The twinisland state boasts an enviable oil and gas economy. Energy-sector corporations, local and transnational, have been realising great economic success through activity in oil and gas extraction and processing, embellishing the national accounts with substantial per capita GDP levels, putting us in the top 36 countries in the world. But alongside this success, this small country has a per capita carbon dioxide emissions level that has placed it in second place among the world’s carbon dioxide emitters. This greenhouse gas is largely responsible for the most critical global environmental problem facing mankind today, namely climate change. Trinidad and Tobago has defended itself and its energy-based economy by asserting that the planet responds to absolute emissions, not per capita emissions, and has pointed out that in terms of the absolute level of emissions, Trinidad and Tobago is not on the radar screen. This may be so, but in using that argument to support the maintenance of the industrial status quo, the country is ignoring the ethical principle of individual responsibility for climate change. It is also squandering an opportunity to show the rest of the world how an oil and gas economy can balance investment in man-made capital, such as drilling platforms and pipelines, with investment in natural capital, such as reforestation. It may not be economically or politically feasible for the country to self-curtail energy sector development, but it most certainly can offset its effects through investment in natural capital,

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies SUSTAINABle solutions (continued from page 17) The country, by its high per capita carbon dioxide emissions, has a responsibility to sit at the international head table where climate change solutions are discussed. Little Trinidad and Tobago, and its multinational corporate sector, could use this opportunity to make a name for itself and demonstrate to the rest of the world that investment in nature is not only good for the environment, but that it is also good for business and economic success, if not immediately, most certainly in the longterm. through the creation of forests that sink some of those emissions of carbon dioxide. Reforestation alone will not sink all the carbon dioxide in the atmosphere that needs to be sunk, but by making a contribution in this regard, it provides the added social benefit of employing rural labour and strengthening local economies. There is now a growing international concern that local communities deserve extra rewards through a Payment for the Ecosystem Services that they provide to the global commons. Energy-based companies such as BGTT, bhpbilliton and NGC have been engaged in reforestation projects through the use of local community groups in the South. But these small projects have arisen out of EMA conditionalites to compensate for forest clearing, not out of a desire to offset carbon dioxide emissions. Perhaps these companies, and the fourteen others that have subscribed to the Extractive Industries Transparency Initiative, could give some thought to funding a pilot carbon offset reforestation project with matching funds from the State through the Green Fund. Admittedly, these companies already contribute to the Green Fund, but their corporate images are lost in the massive population of corporate entities 18

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maintained by the Registrar of Companies. Importantly, too, this project could provide an opportunity for the EMA to reinvigorate itself by rallying its troops around a local carbon offset programme, as its surrogate has done in the State of California. California has not waited for the Federal Government to control carbon dioxide emissions by subscribing to international global cap-andtrade schemes. It has decided to think globally and act locally by legislating its own programme and has designated as the implementing agency, not the Federal USEPA, but the local California Environmental Protection Agency, the equivalent to our EMA. The Air Resources Board (ARB) of the California EPA has designed a capand-trade programme that is enforceable and that meets the requirements of the State law. Under this programme, carbon dioxide emitters subject themselves to a compliance obligation, a cap or allowable limit for their emissions. Through compliance offset projects, such as the establishment of carbon offset forest plantations, the emitting entity can earn offset credits that may be used to meet part of its compliance obligations. Excess credits can be traded in the local carbon market.

California is a unique example of local carbon offsets. Costa Rica has followed in its tracks. Could Trinidad and Tobago be next? Unlike California and Costa Rica, there is no T&T legislation in place to force a cap-and-trade programme on industry. Nor is this necessary. Companies here could voluntarily undertake to initiate carbon offset projects, not so much for the carbon credits, but because it is the responsible thing to do environmentally and socially. Ploughing back a small percentage of oil and gas rents into offset activity is surely is not too much to ask. The EMA could still design, oversee and regulate the programme, not out of binding environmental regulations, but out of innovative environmental management. The country, by its high per capita carbon dioxide emissions, has a responsibility to sit at the international head table where climate change solutions are discussed. Little Trinidad and Tobago, and its multinational corporate sector, could use this opportunity to make a name for itself and demonstrate to the rest of the world that investment in nature is not only good for the environment, but that it is also good for business and economic success, if not immediately, most certainly in the long-term.


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Environmental Management at National Energy’s Galeota Port Development Project

BY LOSS PREVENTION & SUSTAINABILITY DEPARTMENT, NATIONAL ENERGY CORPORATION

BIODIVERSITY MANAGEMENT

SUSTAINABLE DEVELOPMENT IS “THE DEVELOPMENT THAT MEETS THE NEEDS OF THE PRESENT GENERATION WITHOUT COMPROMISING THE ABILITY OF FUTURE GENERATIONS TO MEET THEIR OWN NEEDS” (BRUNDTLAND COMMISSION 1987). IT IS WITH THIS IDEOLOGY IN MIND THAT NATIONAL ENERGY UNDERTOOK THE MODERNISATION OF THE GALEOTA PORT AND THE CONSTRUCTION OF A FISH LANDING FACILITY AT GUAYAGUAYARE BAY.

The Port is a state of the art multi-purpose facility and will cater specifically to the offshore needs of the exploration and production operators. While the Port will link energy operations along Trinidad and Tobago’s east coast, the Guayaguayare Bay on which the Port is situated is also of significant social, economic and environmental value to the community of Guayaguayare as well as to Trinidad and Tobago. Given the proximity of the port development project to sensitive marine habitats and the dynamic nature of the coastline of Guayaguayare Bay, the Environmental Management Authority (EMA) determined that a Certificate of Environmental Clearance (CEC) and Environmental Impact Assessment study (EIA) were required. On June 15th 2009, the CEC to establish a marine terminal/port facility and a fishing port at Galeota was granted. A condition of the CEC is the execution of a comprehensive environmental monitoring program. This program was implemented in March 2010. The following provides an overview of the environmental management and monitoring activities undertaken by National Energy in the Guayaguayare Bay in an effort to mitigate the impacts of the Port Galeota Development Project:

Guayaguayare Bay is rich in biodiversity due to the presence of wetland systems, terrestrial habitats and seagrass beds. The integrity of these ecosystems is necessary for the maintenance of the vital services they provide, particularly the nursery functions for commercially important fish species and shoreline stabilisation. National Energy aims to conserve these habitats through quarterly surveys to assess changes in the health of mangroves during all phases of the development. Similar quarterly surveys are undertaken for seagrass beds and benthic (ground dwelling) macrofaunal communities.

WATER QUALITY MANAGEMENT Water Quality within the Guayaguayare Bay is of critical importance to the sustenance of coastal ecosystems; as such it is vital that execution of the Galeota Port Development Project does not negatively impact upon water quality. Mitigation measures undertaken during the dredging and land reclamation phase entailed the use of silt curtains to control the movement of sediment, a dredging management plan, implementation of a storm-water management plan and a spill contingency plan to minimise the risk of spills and hence contamination arising from the port development project.

Water quality surveys are undertaken bi-monthly for a variety of parameters including nitrates, phosphates, dissolved oxygen, heavy metals, turbidity and hydrocarbons and these parameters are compared to United States Environmental Protection Agency (USEPA) water quality standards for the maintenance of marine aquatic life.

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

AIR QUALITY MANAGEMENT The maintenance of clean air quality is of utmost importance for maintenance of ecosystem health, and that of human beings, sensitive environmental receptors as well as the health and safety of workers on site.

During the execution of the project, air quality is managed through the implementation of several mitigation measures, namely dust management through regular site wetting, covering of truck loads and regular maintenance of diesel powered equipment and machinery. Air quality is monitored on a monthly basis for parameters such as particulate matter (dust), nitrous oxides, sulphur dioxide and Volatile Organic Carbons (VOCs) for compliance with EMA’s Draft Air Pollution Rules and the World Health Organisation’s (WHO) guidelines for ambient air quality. This is reported on a quarterly basis.

SUSTAINABILITY National Energy also engages in other sustainability driven initiatives which positively impact its fence-line communities inclusive of Guayaguayare and La Brea. The company focuses on four pillars within its corporate social responsibility program - capacity building, youth development, sport and culture. Over the years National Energy has partnered with several stakeholders to ensure the sustainability and viability of these programs in an effort to encourage community development. Through the implementation of environmental management and monitoring programs to reduce National Energy’s impact on the environment, the company has embarked on a path towards pro-active environmental management. These initiatives go beyond compliance towards environmental stewardship and sustainability for this and future generations.

SHORELINE MONITORING AND MANAGEMENT AND STAKEHOLDER ENGAGEMENT As per EMA’s requirements a Shoreline Monitoring and Management Plan (SMMP) and a Stakeholder Engagement Plan (SEP) were developed and are being executed. The SMMP is used to detect any changes along the shoreline as well as implement prescribed mitigation measures such as engineering (hard or soft) and non-engineering solutions and provide an on-going mechanism for consultation with affected stakeholders should the need arise.

Measurements and observations on the attributes of the beach are monitored on a monthly basis and parameters include measurements of waves, tides and weather conditions. Stakeholders are consulted within the framework of the SEP which essentially provides a roadmap for engaging with stakeholders. The Stakeholder Engagement Plan principles, though enshrined in the CEC for the project, established a framework for dialogue between National Energy and the community for on-going discussions. Stakeholder Consultation activities are compiled, documented and reported on a monthly basis and also forms part of National Energy’s CSR program.

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

ICT for Disaster Risk Management

By Atiba phillips Principal Consultant, INFOCOMM Technologies Ltd.

As the United Nations Development Programme (UNDP) has recognised, Caribbean countries are vulnerable to a range of hazards due to, and often exacerbated by, their “...geology, tectonic setting, location and topography,” as well as their “...poor land use and environmental management practices” (UNDP 2011:1) The economic cost of natural catastrophes and man-made disasters worldwide amounted to US$ 370 billion in 2011, a significant increase over the previous year. The Japanese earthquake and tsunami alone cost the national economy at least US$ 210 billion (OECD, 2012).

The Role of ICTs Disaster occurrences cannot be eliminated, but they can be better managed. The successful management of emergency situations requires proper planning, guided response, and wellcoordinated efforts across the disaster management life cycle.

These disasters have put a spotlight on the Three (3) factors in the main are evident with growing impact of hazard events on the private sector. While financial markets and board regard to the discussion of ICT and DRM in the room decision-makers have traditionally placed Caribbean: greater emphasis on short-term returns over 1. The nature of Disasters – occurrences which issues of sustainability, disaster risk reduction have the possibility of reversing hard gained and vulnerability mapping, over the long-term, business and development advances and these items can prove to be difference between threaten the reputation of organisations Over the last decade (2000 to 2010), the companies that continue to be in business and or livelihoods of people/nations. These average death toll rose sharply due to the others who do not survive. occurrences also demand quick response, increasing frequency of disasters, especially For example, a recent UN report revealed critical real time, multi-agency coordination, in developing countries. The United Nations that   Toyota  lost $1.2 billion in revenue from as well as mass/accurate information reported that in 2010 alone, 373 earthquakes, the Japanese quake due to parts shortages that dissemination and feedback; floods, cyclones, volcanic eruptions, and droughts caused 150,000 fewer cars to be manufactured occurred, which affected 208 million people in the United States and a 70 percent reduction 2. The vulnerability of the Caribbean - the around the world, killing nearly 300,000, and in production in India and a 50 percent reduction subregion is among the world’s most costing US$ 110 billion in losses. Earthquakes in China. vulnerable to natural disasters. Data also in Haiti (12 January), Chile (27 February), and suggests that the impact of the these On the other hand, Orion, which owns and China (13 April), flooding in Pakistan (July to disasters has been increasing in recent operates one of the largest electricity distribution September), and heatwave in Russia (July to years; as such the need to put in place networks in New Zealand, invested $6 million in September) were the five most devastating seismic protection that saved the company $65 measures to reduce the vulnerability and natural catastrophes in 2010, which claimed million in the 2010 and 2011 earthquakes, the impact of these hazards is most critical in 280,000 lives and US$ 52 billion worth of losses. report said. this subregion. 22

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies 3. The nature Information Communication Technologies (ICTs) – ICTs are technologies that allow real-time (both synchronous and asynchronous) information exchange. They allow for instantaneous feedback, collaboration and automation of tasks that may be difficult for a human to perform under crisis conditions. ICTs such as video conferencing (for e.g.) allow for the “death of distance” facilitating person to person communication and coordination with both local and international collaborator businesses and authorities.

management systems (KMSs) can assist organisations in dealing with dynamic and complex situations such as emergencies. In this context, an ICT-based KMS can be used for the capture and then re-use of specific crisis response knowledge which can transform past and shared experiences into life-saving knowledge and actions.

Beyond these, ICTs facilitate the sharing of best practices within and among organisations; building upon lessons learned from past occurrences in different islands. Additionally, through social media, employees as well as general populations can be empowered to: •

self-organise and triage

• leverage and authenticate incoming data ICTs can support the process of knowledge from social and “official” feeds concerning creation, sharing and dissemination to the timing, location and path of a hazard in enhance emergency planning and response. order to network volunteers; and The revolutionary potential of ICTs lies in their ability to instantaneously connect vast networks • send their own text and social messages and geo-tag incidents on interactive maps, For any disaster response center, managing of individuals and organisations across great thereby becoming integrally involved in different stakeholder expectations, capacities, geographic distances, and to facilitate fast assisting aid workers to target their response locations, and priorities, is a complex and dynamic flows of information, capital, ideas, people and Given the above factors alone, it is clear endeavor. In addition, given the turbulent products. nature of disaster situations, a disaster center With ICTs such as Remote sensing, GIS, satellite that leveraging ICTs for DRM, particularly in or manager therein, is subject to information phone, hazard mapping, as well as computers, the Caribbean is of utmost importance for overload, which can prevent timely and accurate the Internet and mobile phones, the constraints government and for business. Further, given decision making. on the place and time for interaction have eased the fairly good platform of telecommunication infrastructure that exists within the subregion, Knowledge management - the practice of considerably and this can play a catalytic role coupled with a mobile penetration rate which selectively applying knowledge from previous in reducing disaster risks. ICTs are important is the highest in the world, it would be unwise experiences of decision-making to current tools for lessening disaster risks through (i) of local and international subregional business and future decision making activities with the early warning (ii) coordinating and tracking interests not to take full advantage of this express purpose of improving the organisation's relief activities and resources (iii) recording and pervasive ICT phenomenon. effectiveness (Dorosamy and others, 2013) – disseminating knowledge and experiences and can be applied to such situations. Knowledge (iv) raising awareness (UN-APCICT, 2010)

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Delivering Value through effective Contractor Safety Management

by Nalini Seeram-Rajpaulsingh Contracts S&OR Advisor, bpTT

There are numerous factors which impact the delivery of safe and compliant operations contractor safety management is one such area that can have far-reaching implications if not managed at all stages. Contractors perform the majority of the work in the oil and gas sector and so are often the ones most exposed to the risks on site. In addition, subcontractors are in many cases involved in higher risk activities such as heavy transport and construction. Another factor that poses a potential risk relates to the fact that contractors and subcontractors often join a project at a later stage and so may not always be participants at project kick-off meetings.

Safe to Work TT standards and alignment of multinational contractor companies. Learnings arising from major incidents in BP’s history such as the Texas City refinery incident (2005) and the Macondo well release (2011) have reiterated the It is therefore not surprising that misalignment importance of having robust systems to mitigate can occur. A lack of clarity on site standards/ the risks related to high-risk contractor activities. operating procedures and poor work planning could result in shortcuts. Generally, the same bpTT’s Approach: contractors and subcontractors compete for bpTT’s contractor safety management provision of goods and services for the oil and philosophy centres around some key factors, gas operators in a country. which include: As such, an integrated and strategic approach is key to building capability and improving HSSE standards locally and must take into consideration conditions such as a transient subcontractor workforce, limited competent resources on the market, enforcement and adherence of

• Risk-based, systematic focus • Data Analysis and Intervention • Senior Contractor Management Engagement • National Impact Companies must first understand which activities pose the highest impacting HSSE

risks to their business and as such prioritise those contractual relationships so that there is alignment on expectations at all stages of the project. The bpTT supplier prioritisaton tool enables a balanced look at the commercial as well as risk impact to the business thus enabling consistent identification of key suppliers whose activities are critical to the business. Success requires company employees to have an engrained culture that proactively seeks for ways to escalate poor HSSE performance, intervene in a timely manner and seek out solutions in a collaborative manner. bpTT has further enhanced the transparency of contractor risk profiles through the standardisation of core HSSE metrics. This was initiated through a process of dialogue with our contractors so that there was consensus in deriving a balanced scorecard of both leading and lagging indicators. This now enables trending across the supply base as well as with individual suppliers and the maintenance of a central reporting database. This has proven to be very useful in driving continuous improvement through data-driven interventions. One learning for bpTT is that many contractors rely on lagging indicators to identify risk in their business. There is now an improved and continuous appreciation continued on page 26

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies Delivering Value through effective Contractor Safety Management (continued from page 24)

The monthly senior management safety forum was introduced for key contractors supporting our Operations function in 2013. This meeting is intended to bring to the forefront common emerging risks that require leadership intervention so as to agree practical risk reduction efforts whilst building safety leadership capabilities. In addition, bpTT has a program of joint leadership site visits whereby senior contractor leaders accompany members of bpTT’s leadership team on joint site walk downs.

contractor companies. It aims to improve communications, promote conformance with standards and legislation and better understand the challenges faced by the contractor community. The monthly senior management The management of service categories safety forum was introduced for key contractors related to drilling and well-related services are supporting our Operations function in 2013. typically more mature in comparison with other This meeting is intended to bring to the categories related to Operations for example. forefront common emerging risks that require This is not only the case in Trinidad but within leadership intervention so as to agree practical the BP Group. Some examples within the Drilling risk reduction efforts whilst building safety category relate to the robustness and formality leadership capabilities. In addition, bpTT has a of bridging documents, project kick-off/start up program of joint leadership site visits whereby meetings and/or training as well as reporting senior contractor leaders accompany members and analysis of HSSE metrics. Rather than of bpTT’s leadership team on joint site walk reinventing, bpTT’s phased approach has been downs. These initiatives have not only improved to adopt best practices across the business and relationships but have also reduced the time taken to get alignment and commitment on reinforce existing practices. safety intervention programs. Audits conducted of existing contracts One such improvement has resulted in the confirm that there is need to ensure that bpTT implementation of the bpTT Supplier Welfare clearly communicates HSSE expectations and policy. This policy serves to clarify expectations hold senior management accountable for safety performance. In order to do so, the following and requirements relating to the provision of basic supplier welfare needs such as vacation, considerations must be taken: sick-leave, personal protective equipment etc. • Senior leadership stakeholders must be The impact of this policy has magnified as our identified for engagement major contractors are now rolling out similar • Active and regular engagement with leadership policies to their sub-contractors. The result is aimed at building advocacy improved compliance and adherence to welfare • Contractor leadership must then create requirements as the same sub-contractors service a momentum for change within their operators and other clients across the industry. organisations bpTT has also been a major contributor in The quarterly contractor HSSE meeting, the standardisation of local HSSE standards and which was initiated in 2008, serves as one building of local capability which directly impacts such mechanism targeting approximately 60 amongst bpTT’s contractor base for trending of leading indicators (eg. Safety conversations and percentage closure of HSSE actions) so as to allow for increasing proactive management of risk through early detection and mitigation.

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the quality of contractor safety management across the industry. As one of the (17) signatories to the STOW-TT (Safe to Work) Standard, bpTT has been an active partner in it’s concept, design and evolution through collaboration with other industry players. We continue to support the simplification and conformance to these standards through serving on the STOW Implementation Board and through serving as an active member of the Association of Upstream Operators of Trinidad and Tobago.

Delivering Value: In summary, standardisation, simplification and alignment are important principles in effective Contractor safety management. Early and continuous engagement of senior contractor management fosters improved working relationships, removes barriers and has shown to be a much more efficient and proactive use of leadership focus. This adds value through greater ownership and accountability by subcontractors reducing the need for extensive contractor oversight especially in times of resource constraints. Safety starts at the top and this is a key success factor in any safety program, senior contractor management must be aligned on HSSE matters and must play a pivotal role in shaping the values and driving safe behaviours in the organisation. It is therefore not surprising that Safety is one of BPs five core values.


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

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AmCham T&T’s 17th Annual Healt Environment (HSSE) Co

HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Platinum Sponsors

Senator the Honourable Kevin Ramnarine, Minister of Energy and Energy Affairs, delivers the Feature Address during the Conference Opening Ceremony

On 25th and 26th of September 2013, the American Chamber of Commerce of Trinidad and Tobago (AmCham T&T) hosted its 17th Annual Health, Safety, Security and Environment (HSSE) Conference & Exhibition at the Hyatt Regency Trinidad. The two-day event remains the country’s largest gathering of HSSE professionals and provides participants with a unique opportunity to gain exposure to HSSE best practices and network with more than 300 professionals in the field. This year’s feature address during the Conference Opening Ceremony was delivered by Senator the Honourable Kevin Ramnarine, Minister of Energy and Energy Affairs on behalf of Prime Minister Kamla Persad-Bissessar. Minister Ramnarine underscored the important link between the energy sector, the economy and HSSE best practices. He noted the relevance of this year’s Conference theme, “HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies”, as it recognised that HSSE best practice is much more than just a regulatory requirement; it is cultural and it has implications on the economy. The Conference keynote address was delivered by Mr. Andrew Savitz, a US based Corporate Advisor, author and expert on sustainable business practices. Mr. Savitz spoke on the “Triple Bottom Line” and explored the connection between competition for resources and the increasing

expectation for businesses to meet not only economic, social and environmental needs but also to be fully accountable for their operations and its impacts. Mr. Savitz’s presentation was complimented by a contingent of local and international professionals including, Howard Seto, Manager, Environmental Affairs, Methanex Corporation (Canada) – “Sustainability Reporting and Accounting”; Dr. Clint Ramasir, Head of Department, Industrial Medicine Unit, Eric Williams Sciences Complex – “Mental Health and Work Related Stress”; Thomas Lemm, Account Executive, DuPont Sustainable Solutions – “Safety Leading Indicators”; Dr. Debra Thomas-Austin, Managing Director, East Port-of-Spain Development Company - “Planning for Health, Safety, Security and the Environment”; Dr. Stephen Ramroop, Chief Executive Officer, Office of Disaster Preparedness and Management – “Principles of Disaster Assessment for Trinidad and Tobago”; Dan Roczniak, Senior Director, American Chemistry Council – “Responsible Care - Improving Performance, Securing Critical Infrastructure”; Nalini Seeraj-Rajpaulsingh, Contractors S&OR Advisor, bpTT – “Contractor Safety Management, the bpTT Experience” and Panelists on the discussion of the National Oil Spill Contingency Plan led by Marc Rudder, Senior Petroleum Engineer, Ministry of Energy and Energy Affairs. One of the final sessions of the Conference included representatives of the win-

ners of the AmCham T&T 2012 Excellence in HSE Awards, Atlantic LNG Company of Trinidad and Tobago and Phoenix Park Gas Processors Limited; who presented on HSE Best Practices. This year’s Exhibition featured over 30 Exhibitors displaying HSSE related information, products and services. Viewers of the booths were treated to giveaways and live capsule reports aired on Red 96.7 fm radio. In keeping with our commitment to create national awareness and contribute to the learning and professional development of the nation’s youth, we hosted over 120 Secondary Level students and teachers during our Youth Forum. This initiative was further expanded in collaboration with bpTT LLC, who hosted an HSSE Career Guidance Session during the afternoon period; which included Tertiary Level students. As the only local and regional Conference of its scope and nature, the AmCham T&T HSSE Conference & Exhibition continues to provide a forum through which businesses can learn extensively about HSSE best practices and can apply this knowledge to all aspects of their operations. AmCham T&T thanks you for your participation and support and we look forward to welcoming you on September 25th 26th, 2014 for our 18th Annual HSSE Conference & Exhibition!


Health, Safety, Security and onference & Exhibition

HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Conference Keynote Speaker, Mr. Andrew Savitz, creative business leader and author, shares the tenets of the “Triple Bottom Line”.

Mr. Richard De La Bastide, President, Yara Trinidad Limited delivers Sponsor’s remarks during the Conference Opening Ceremony

From right to left, Mr. Hugh Howard, President - AmCham T&T, Senator the Honourable Kevin Ramnarine - Minister of Energy and Energy Affairs, Mrs. Margaret B. Diop, Charge’ d’affaires – United States Embassy, Senator the Honourable Gary Griffith – Minister of National Security and Mrs. Desiree Gobin-Seecharan, Executive Director – AmCham T&T, declare the Exhibition officially open

Conference participants interact with the speakers, share information and gain exposure to HSSE Best Practices

gold Sponsor

Participants of the Youth Forum learn about Electrical Safety at the T&TEC booth

SILVER Sponsor

Panelists take questions during the discussion on Trinidad and Tobago's state of readiness to manage a major oil spill

Networking & Cocktail Reception

Youth Forum

Technical Session Sponsors

“ Not just Power…People too!”

Additional Sponsors

Eat , Sleep , Recycle Media Partner

Coffee Break

Airline

Banner

Conference Door Prize

Conference Handbook

Donations


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Do you cultivate HSE?

by Janice Learmond-Criqui Ideal Life Associate Certified Coach

In pursuing an HSE culture, many people draw on the work of organisational psychologist James Reason (2001) who developed a set of concepts which can be helpful in building a successful HSE culture. Reason argues that a significant feature of a sound safety culture is that it is informed. An informed organisational culture is characterised by several factors - it has good reporting systems, is perceived to promote fairness and is flexible and adaptable.

Organisations with a sound HSE culture are characterised by the ability to learn, and constantly question their own practice and patterns of interaction. Informed organisations accommodate dialogue and critical reflection on their own practices. People respect each other's expertise and are willing to share and further develop their HSE knowledge. If organisations become self-satisfied, they are on the wrong track. This kind of attitude undermines their ability to spot danger signals. A conviction that practices are robust and good can help to weaken their judgement. The result could be an increased risk of undesirable incidents, hazards and accidents. Accidents are usually complex events which involve the failure of several barriers. Therefore it is important to use one's imagination and develop the ability to see unfamiliar relationships and new sequences of events. To predict and prevent incidents, organisations depend on their ability to combine

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trust in the organisation that this is unnecessary. Sanctions should not form part of a reporting system. The purpose of reporting must be to learn from experience in order to avoid unfortunate incidents. Employees must quickly see the benefits of reporting, and it has to be perceived as meaningful.

Reporting and counting of undesirable incidents must not block more in-depth analysis of individual events. A thorough review could be more instructive for the workforce than knowledge available in different specialist statistical comparisons. groups, organisational entities and so forth. CHECKPOINTS: There are 4 kinds of cultures that have been • How does the organisation treat people identified. who report danger signals? Are such whistleblowers taken seriously, valued, 1. A reporting culture ignored or regarded as a nuisance? Investigating critical incidents and near-misses • Does the organisation have different ways is important in a reporting culture. Organisations of assessing undesirable incidents? Is the with little trust can often find it difficult to get degree of seriousness assessed differently? people to admit their own mistakes. They are • What does the system reward? Reporting afraid of the consequences. Some can also be occupational illness? Implementing doubtful about the value of reporting, partly preventive measures? Nice-looking accident because it involves extra work. People make figures? mistakes, and incidents can be more or less Offshore work is pursued within complex serious. Many have an intuitive desire to forget organisations. It cuts across and beyond the an event and put it behind them. companies' own organisation and a multitude of It is critical to create a climate of trust to customers, contractors and sub-contractors. The be able to combat this reluctance to report. fear of losing a working relationship or contract Ensuring confidentiality could be a step in the may find expression in a failure to report injuries right direction, but the objective should be to or in allowing one's personal health to take establish such a strong sense of security and second place.


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

No simple recipe or easy route exists for building a positive HSE culture. Good frame conditions, a well-entrenched HSE policy, well-considered and appropriate basic attitudes among employees, a dedicated commitment by managers, and considered and systematic work on HSE are all aspects which interact to create a sound culture

2. A Just Culture

CHECKPOINTS: •

Our efforts to avoid injuries, accidents or negative consequences for HSE depend on errors being corrected – sometimes through the intervention of another person. The ability and willingness to intervene is an important aspect of an HSE culture. Organisation and staffing also • affect opportunities to intervene. Our actions have consequences for ourselves and others. The way we behave in an organisation normally arouses positive and negative reactions, formal and informal. For a system of rewards and sanctions to work well in practice, it must be perceived as fair and constructive. In other words, reactions must be proportionate to the intentions behind and the consequences of an action. We must distinguish between intentional and unintentional behaviour. Organisations which apply sanctions in the right way will thereby support trust and creativity. We are all responsible for our actions but, in certain circumstance, we are so far removed from these consequences that we find it hard to imagine what they might be. This makes it important to think HSE in every phase from planning to execution and completion, and to try to prevent undesirable consequences. Frame conditions mean a lot for our behaviour, but they do not absolve the individual from taking personal responsibility for HSE work.

3. A Flexible Culture

Are governing documents utilised in operational processes to reduce risk and improve quality?

Do the procedures and job descriptions reflect best practice?

Is the organisation able to set sensible priorities? Do the most serious issues get the greatest attention, or do they drown amid minor problems?

A flexible and pliable culture adapts efficiently to changing external demands, and is able to adjust quickly to different circumstances. It can tackle both normal and high workloads without compromising on safety and robustness.

4. A Learning Culture Learning is about the way our knowledge and our experience are systematised and managed on a day-to-day basis. A learning HSE culture is characterised by the ability to detect and react rationally to danger signals, even when these are ambiguous and diffuse. In most major accidents, it transpires that somebody in the organisation was aware before the event of the problems which caused the incident, either as unambiguous or ambiguous signals.

Assigning several people to do the same CHECKPOINTS: job increases reliability. In addition, we assume • Is it acceptable for a subordinate to correct that people with different mindsets can provide a superior who makes an erroneous the necessary correctives to current practice. A judgement? Does this happen in practice? group of people with the same background and Is it acceptable for a contractor employee to mindset could risk becoming short of ideas and correct an operator employee? less vigorous. • Do managers and rank-and-file consider it part of their job to help build bridges Organisations which want creative between different levels in the organisation? contributions from their employees must have a degree of tolerance. It is important to value • a verbal exchange of experience, creativity and imagination when this seeks to make work safer.

Is the organisation good at exploiting available meeting places (such as meetings before going offshore, coffee breaks, management meetings, HSE meetings, pre• job discussions or safe job analysis)?

Are there groups who do not attend HSE meetings, or who do not participate in discussions on HSE?

Are problems swept under the carpet because the information could cause difficulties for the organisation or for individuals ("if the authorities get to hear about this...")? Are individuals open to suggestions from new colleagues?

When a problem comes up again and again, is it easy to adopt a familiar response even if experience shows that it does not have a lasting effect ("same procedure as before")?

Do you find that safe job analysis helps to increase safety?

The ability to share knowledge across organisational boundaries is a key aspect of a sound HSE culture. Knowledge-sharing is particularly challenging in complex organisations like those we find in the petroleum industry. Players from different companies are often involved in different phases of the same project or in the operation of an installation. That makes coordination and transfer of experience a key requirement. Knowledge can be shared both horizontally - between employees in different companies, shifts or disciplines, between personnel from different cultural backgrounds, or between players offshore and on land - or vertically along the chain of customers and sub-contractors. Boundaries are both visible and invisible, and cut across organisations. They are not impossible to surmount, but they present challenges in securing a good and sufficient flow of information and in ensuring that communication is clear and understandable. No simple recipe or easy route exists for building a positive HSE culture. Good frame conditions, a well-entrenched HSE policy, wellconsidered and appropriate basic attitudes among employees, a dedicated commitment by managers, and considered and systematic work on HSE are all aspects which interact to create a sound culture.

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

HSE Business model by James Trim President, Caribbean Association of Business Continuity Professionals

HSSE measures have become central to stakeholder expectations vis-à-vis adherence to legislation, regulatory and more importantly organisational success and sustainability requirements. Smart industry leaders are integrating HSSE with their company core values to enhance brand value from a stakeholder perspective. There are more than a few historical examples of HSE incidents that have had a direct impact on the sustainability and brand of a company, particularly in highly hazardous industries. This has led to HSE function emerging as a more strategic and valued member of the corporate team. HSE is now considered the number one business risk faced by many companies in the hazardous industries. Indeed the HSE function now plays a key role in risk profiling and in developing a suitable operational plan and strategy. As HSE becomes of more strategic in nature, it must of necessity be further embedded into all aspects of a company’s business. But embedding strategy for first-class HSE performance involves more than applying a safety management system and providing resources. It requires genuine HSE engagement at all levels of the organisation and the HSE strategies closely linked to the overall company business initiatives. This paper is intended to provide insight and to outline a roadmap for developing a business model that enables and supports efficient and effective embedment of the HSE strategies.

Employee engagement Employee engagement - the active commitment to excellence and effecting EHS strategies, is still the most fundamental factor in determining success. Without very many people delivering the discretionary efforts at all levels, there is limited organisational success as strategy is likely to languish. Yet by and large leaders have overlooked their role in engagement.

f) Share leader passion and emphasise successes, tapping into employees’ emotions thus enabling the effort to gain traction; g) Use EHS engagement metrics as a roadmap for action;

h) Pay close attention to the evolving needs of employees and remove obstacles to strategy, its actions and results. They must share engagement; and, a common vision of the organisation’s intent, i) Make connection between good the value proposition and its strategic priorities. engagement and strategic recognition This alignment ensures that the right resources though a powerful dashboard. are allocated to the highest priority initiatives These steps will leverage the horizontal and activities that have the greatest influence on and vertical alignment of goals, activities and strategy execution. roles. The alignment and mapping is performed Leadership capacity is therefore the starting through workshops with key resources, where point of strategy. Since bold strategies often the workshops secure organisational buy-in and require breakthroughs along a number of where the alignment is the foundation for fronts, a company needs stronger and more development of the operational business model. dominant leadership at all levels if strategies are Strong involvement of managers, business line to succeed. HSE performance will not achieve managers and key employees will be secured. The superior outcomes without distributive and line model also identifies and prevents departmental management leading the strategy engagement. “silo” thinking. And, the development and a leadership brand Alignment albeit, exists along a continuum of built around engaged leaders is key to achieving different levels ranging from simple consistency strategic value creation, while focusing on a single amongst activities to activities enforcing each unified picture of the desired state, activities and accountability. It is vital to establish a “desired other, to the optimisation through multiple state” picture and a shared understanding of activities. Alignment between strategic plans, activities, roles, accountabilities and architecture. group business plans and individual performance is often fragile, with the ability of individual So the question leaders may ask is how employees to link their performance agreements to grow engagement. Outlined below are to high-level goals not easily achieved in many considerations in developing a model that cases. It must therefore be cultured through anchors an operational philosophy within the many repeat authentic conversations. performing organisation. a) Define and describe opportunities;

the

operational

Summary

In summary engagement is critical for b) Create strategic narrative providing clear embedding strategy, and aligning collective shared vision and visible leadership; efforts towards organisational goals for firstc) Craft strategy with broad involvement; class HSE performance and business value. A d) Map activities, information and roles to deliberate process must be adopted to facilitate support the outcomes; alignment amongst organisational, group e) Build ownership and accountability of and individual goals in order to leverage the operation strategy by creating line of integration of the HSE strategies and core sight between employee performance and business values. It is critical for leaders to recognise their organisational performance; role as the conduit between the organisation’s 32

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AmCham T&T Linkage Q3/2013

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Implementing SAFETY systems

by Kevin Singh Halliburton Trinidad and Suriname

The graph below shows the decrease in fatalities Occupational Health, Safety, Security and Environment (HSSE) refer to the safety and wellbeing of all persons at work. This over a twenty (20) year period. One of the goal can be achieved through an integrated, multi-disciplinary explanations for this decrease has to be attributed approach via the implementation of proper Safety Management to the implementation of Safety Systems. Systems, Practices and a Competent Workforce. As with all systems, Safety Management

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350 300 250

Risk Assessments of Support Services Policies and Procedures

Operations

Self-employed Employee Worker fatal injury rate

1.4 1.2 1

200

0.8

150

0.6

100

0.4

50

0.2

0

and

0

Rate of fatal injury (per 100,000 workers)

/9 94 4 /9 95 5 /9 96 6 /9 97 7 /9 98 8 /9 99 9 /0 00 0 /0 01 1 /0 02 2 /0 03 3 /0 04 4 /0 05 5 /0 06 6 /0 07 7 /0 08 8 /0 09 9 /1 10 0 /1 11 1 12 /12 /1 3p

Companies have been held accountable for paying large sums of money to persons injured on the job, for replacing staff for those persons who have been injured, for purchasing new equipment and in legal cases. Since then, the laws regarding Occupational Safety and Health have been developed, implemented and

System design, implementation and maintenance has associated costs attached to them. Development of a proper management system involves a number of items such as:

Figure 1: Number and rate of fatal injury to • workers 1 1993/94 – 2012/13 (Health and Safety Executive)

93

As a consequence the hazards have been increasing, and as a result, the probability of persons becoming injured on the job has become significantly prevalent.

enforced throughout the world. Complementing this system, numerous companies have invested in developing Safety Management systems in an attempt to reduce the number of incidents, even fatalities that occur in the workplace.

Number of fatal injuries to workers

Even though the idea of Safety Management existed in the work place prior to the development and implementation of laws and regulations, persons in the industry were working in a manner that did not encourage safe work practices. The industry has been growing, diversifying and thus becoming more complex.


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies • • • • •

Process Maps Standard and Guidelines Emergency Procedures Legal Compliance Training of qualified personnel required to manage these systems Re-certification of local and international standards Pre/Post Assessments/ needs analysis of all personnel

- - - -

Decrease in revenue Decrease in diversification Reduced corporate social responsibility Reduced employment

All companies should invest, with proper analysis, and implement as far as are reasonably • applicable, all respective safety management systems so as to preserve and encourage the • safest systems of work possible. Employees that feel safe, comfortable and contented with The cost to implement and maintain these the working conditions with which they are systems are without a doubt a topic of concern, presented have proven to be quite efficient, however, we should ask the question, “What safe and productive in the workplace. Such is the cost of a person’s life?” Are we willing programs will demonstrate its efficiency through to take chances so as to negate these essential the following: costs? The answer is No. The cost to implement - Reduction in incidents (injuries, fatalities, these policies and procedures are extremely environmental) lower than that of a person’s life, or if we try - Reduction in the indirect costs to quantify the suffering and pain, even loss to - Increase in revenue his/her family. In addition to understanding the - Increase in business initiatives items that result in direct costs to a company, - Increase in a healthy workforce we can also assess the indirect costs to the - Increase in the competitive nature of the company if the drive for HSSE excellence is poor. company and Customer Satisfaction Some of the indirect costs associated with poor Strategic planning and execution of this management systems may include: process is extremely integral to the success of - Poor Corporate image this initiative due to the fact that the type of - Loss in competitive advantage system implemented will vary for the numerous

companies that comprise the industry. The operational, economic and social factors are considerably different and as a result the strategies taken to achieve HSSE excellence will vary. These systems must be target-specific, innovative and management driven so as to ensure that all aspects of the workforce are involved. Apart from safety management systems, investing in ‘Team building’ strategies to drive HSSE excellence have been linked to high efficiency in the workforce. That is to say that the number of near misses, injuries (reportable/recordable) and environmental incidents has significantly been reduced. The work populations have been more productive and the company’s revenue has increased. To foster an environment that is built on safe systems of work is to create by definition a competent workforce, i.e. one that is knowledgeable, trained, experienced and demonstrates exceptional attitude to work and person. No system can be successful without the involvement of people to manage it. A system that not only depicts the theoretical application of safety but demonstrates the culture of practice is one geared towards achieving HSSE excellence.

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Why a Holistic Approach to Business Resilience Makes Sense

By Erik S. Gaull Senior Manager with BDA Global

Businesses face a myriad of threats that can powerfully and adversely affect the safety of their employees, the ability of the company to weather a disaster, and the security of the company’s key assets, including physical and intellectual properties.

only a month earlier) because although the devices were assembled in China, five critical components were manufactured in Japanese plants affected by the earthquake.

Ensuring the resilience of the enterprise and maximally protecting against these threats requires a holistic approach that draws from and combines the disciplines of emergency/ crisis management, intelligence, business continuity, personnel security, physical security, information security, compliance, and classical risk management.

Enterprise Resilience as a Business Strategy

How Globalisation Affects Risk Virtually everyone recognises that businesses must now operate in an increasingly globalised environment for both production and market opportunities. This means that more and more businesses are subject to an expanding number and variety of threats – including those posed by people with hostile intentions. In a post-9/11 environment, business leaders must recognise that the business itself may become the target of terrorists and others because of the products it produces (e.g., animal rights activists attacking shops that sell fur coats), the processes it employs (e.g., ecoterrorists burning the ski lodge at Vail, Colorado), its iconic significance (e.g., the World Trade Center attacks in 1993 and 2001), perceived “Western” interests (e.g., the January 2013 attack on an oil refinery in Algeria), or any number of other reasons. A 2004 survey by the ASIS International Foundation found that among its member companies, “terrorism [was tied] with workplace violence as a top-three concern.”1 1 ASIS Foundation, ASIS Foundation Security Report: Scope and

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Even if a business is entirely located within one country, the odds heavy are that the business is reliant on a global supply chain that is vulnerable to interruptions from natural and technological disasters as well as sabotage, theft, and other criminal acts. For example, in April 2012, a fire at a chemical plant in Marl, Germany nearly shut down the global automobile industry because it was one of just a few plants in the entire world that made Nylon-12, a coating used in the production of critical automobile components such as brake and fuel lines. A year earlier, the April 2011 Fukushima earthquake in Japan threatened the viability of the Apple’s iPad 2 production (which had been introduced

Legal

Enterprise resilience seeks to protect and improve corporate financial performance by minimizing risks and countering threats to the business’ internal and external equities. It is a holistic approach which integrates formerly separate disciplines such as emergency/crisis management, corporate security, business continuity, and others (see Figure 1) to create work and informational efficiencies and to leverage economies of scale and scope made possible by the interrelatedness of the elements of the enterprise resilience model. Figure 1. Enterprise Resilience Model Health, Safety, Environment Information Security

Compliance

Emergency/ Crisis Management

Travel Risk

Intellectual Property Protection

Business Continuity

Physical Security

Emerging Trends (Executive Summary), 2004, p. 13

Enterprise Resilience

Reputational Risk


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Under the enterprise resilience approach, risk mitigation activities that were previously located in different organisational silos are unified to improve coordination and information-sharing. Companies that have adopted this converged model are finding that it is easier to manage both the programs on an on-going basis and any emergencies/crises as they arise. “Delivering on convergence is not just about organisational integration; rather, it is about integrating the [various] disciplines with the business’ mission to deliver shareholder value.”2 Advocates of convergence cite three primary benefits: establishing a single point of contact for all resilience-related concerns, increased information-sharing and cooperation across resilience functions, and cost savings.3 Generally, this convergence occurs around a global security/crisis management unit (although such organisational entities have all kinds of names). In the most forward-thinking companies, the leader of this unit is in the C-Suite, and that person enjoys direct access to and commensurate rank with leaders of other key units in the company. The primary benefit to the company is that the leader of the enterprise resilience unit is at the table for and has an equal voice in all important due-diligence discussions and major business decisions. This is a very different scenario than previous models wherein emergency/crisis management, security, business continuity, etc. were lower-echelon functions (sometimes housed within a facilities department or administration department). Under the enterprise resilience approach, this elevated status is reflective of the strategic value of avoiding and mitigating risk as a contribution to the overall bottom line of the company. For example, in leading-edge companies, the emphasis on corporate security is more strategic in its orientation and less operational. According to Robert Littlejohn, former President of the International Security Management Association, “[s]ecurity considerations have quickly become critical factors in every business decision, and our members are expected to provide vital information and strategies regarding the true vulnerabilities and risks associated with

operations here and abroad.”4 Numerous Fortune 500 companies have developed or out-sourced intelligence programs that provide decision-makers with critical information about regional and national political, economic, and social issues and developments that can affect the business climate and outlook in areas of the world where a company is doing business or interested in doing business. This includes the monitoring and identification of trends which facilitates these companies forecasting interruptions in the supply chain (e.g., problems in obtaining needed raw materials) or the distribution chain, the likelihood of political turmoil or threats undermining business development efforts or the ability of a company to meet its production or implementation schedule, etc. While this intelligence capability is quickly becoming a very important feature of progressive enterprise resilience programs, these companies have not abandoned staple resilience functions, such as emergency/crisis management, physical security, and travel authorisations – rather, they have merely recognised that these functions alone do not constitute a resilience program.

devastating impact on people and animals, the environment, the facilities, and the company’s reputation. To understand the relevance of emergency management and security in this regard, one need only recall the impacts of the leak of Methyl Isocyanate at the Union Carbide plant in Bhopal, India in 1984 – 3,800 people died and Union Carbide no longer exists. A study published by British think tank Demos makes an extremely important observation: “[Leaders in enterprise resilience] understand that their role is to help the company to take risks rather than to eliminate them, and to have contingencies in place to minimise damage when things go wrong.”5 The significance of this mindset cannot be overstated. This viewpoint is diametrically opposed to the traditional viewpoint, which has generally embraced the idea that saying “no” to a new undertaking is the best way to keep a company out of trouble.

As the authors of the Demos study note, “[c] ompanies are looking for new ways to manage these risks and the portfolio of the security department has widened to include shared responsibility for things such as reputation, Leading-edge companies are integrating corporate governance and regulation, corporate enterprise resilience considerations into social responsibility and information assurance.”6 all company strategic plans and business development efforts. The security director of one Fortune 100 multinational explained it as External Mandates for follows: “If we are thinking about going into Enterprise Resilience a new country or area, my responsibility is to Across the world, legislative mandates provide input on security and safety issues in and binding reports have increased corporate that area. My analysis becomes part of the due governance accountability for publicly traded diligence the company undertakes – it is part companies. The Sarbanes-Oxley Act in the United of the equation in making the decision about States, the Turnbull Report in Britain, and Basel II whether to go forward.” In this company, the from the Basel Committee on Banking Supervision global security/crisis management department address how companies must report and account reviews all such projects/initiatives and provides for losses. The Basel II report, for example, “breaks a recommendation about whether to go ahead down loss events into seven general categories, with the project and what, if any, risk concerns many of which are now within the remit of exist. This level of participation extends to corporate security: internal fraud, external fraud, questions of product line entry and other employee practices, workplace safety, clients, strategic initiatives. products and business practice.”7 Any internal For example, another Fortune 100 company corporate desire to adopt enterprise resilience (a chemical manufacturer) must give thought to notwithstanding, this massive global focus on how to protect not only the precursor chemicals corporate governance provides an external impetus and ingredients used in the synthesis of certain of for adopting an enterprise resilience approach its products, but also the processing facilities and which cannot and should not be ignored. personnel. A spill or other disaster could have

2 Ganpati, V., “Convergence in Enterprise Security Organisations,” Booz|Allen|Hamilton, November 2005, p. 1 3 Datz, T., “Convergence: The Payoff … The Pain,” CSO Magazine, April 2005, www.csoonline.com/041505/ payoffpain.html

4 Littlejohn, R., International Security Management Association press release, November 26, 2001, http://isma.com/press. asp#Terrorism

5 Briggs, R. and Edwards, C., “The Business of Resilience: Corporate Security for the 21st Century,” Demos, London, 2006, p. 14 6 Ibid, p. 13 7 Briggs and Edwards, op. cit., p. 33

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Economic Success through Health Safety and Environmental (HSE) Systems

by Nicholas Beddoe

The relationship between economics and health safety and environmental (HSE) systems has traditionally been viewed as costly. Companies implementing health, safety and environmental systems mainly did so to evade fines and penalties. Companies are created to primarily make money. In the eyes of financial controllers landing that ‘big contract’ where large numbers are seen on a paper will not generate the same excited response as explaining that a sound HSE system will increase productivity and reduce cost.

believed that ‘’for every dollar spent improving safety in the workplace four dollars or more will be returned’’ (Huang Y.H. et al., 2011). Another research by Abad et al. (2013) examined the popular Occupational Health and Safety Assessment Series (OHSAS) 18001 Safety Management System and its effect on labor The modern HSE professional now has productivity. The results of this study reveled the responsibility of demonstrating how an that “safety management may become a critical effective HSE system also increases profits. These tool that can significantly improve safety and traditional views where financial controllers see operating performance’’ (Abad, J et al., 2013). HSE Systems as an economic burden are slowly HSE systems are evolving to a more scientific dissipating in today’s world. Financial controllers approach towards identifying and controlling of small, large and medium size companies are workplace hazards. The hazards identified must now beginning to understand the increased be reflected in the HSE policies and initiatives financial return after implementing HSE systems. for a company to experience financial return A research by Huang et al. (2011) based on an HSE system investment. The idea is to try in the United States, showed that financial and eliminate occupational accidents through controllers of large and medium size companies preventative practices because occupational 38

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accidents deteriorate human resources, and as a result productivity (Muñiz B.F et al., 2009). Preventative practices initiatives should be a key element in a company’s HSE Management System, these initiatives can vary in sizes but can have positively large financial returns. The environmental part of an HSE system is often neglected but should be given equal amount of importance. A 2012 study on the financial performance of the ISO 14001 environmental management systems (EMS) reveled that increased profitability started during the implementation stage (Lo,K.C.Y et al., 2012). The study proved the EMS improved profitability through cost efficiency which was measured by return on sales (ROS). Three years after ISO 14001 implementation the study found there was an increase in ROS of 3.3 % (Lo, K.C.Y, et al., 2012). This study was based on a textile industry and in comparison to energy industries; textile industries require high levels of energy and water consumption. Results of this study also showed that companies return on assets (ROA) increased by 2.9% (Lo,K.C.Y, et al., 2012). continued on page 40


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies Economic Success through Health Safety and Environmental (HSE) Systems (continued from page 38)

A viable method that can be practiced in Trinidad and Tobago’s future is carbon trading. Carbon trading is a quickly expanding global market, and as a result can create huge opportunities to aid Trinidad and Tobago in sustainable development. A possible method of applying TBL is by using carbon dioxide (Co 2 ) for enhanced oil recovery of exhausted oilfields.

Green Economics: Forward with People Planet and Profit Environmental innovative techniques can also be used to achieve financial success. The triple bottom line (TBL) sustainable development model which indicates that in order to achieve sustainability there must be a balance of people planet and profit, can be used when formulating future energy and environmental policies. A viable method that can be practiced in Trinidad and Tobago’s future is carbon trading. Carbon trading is a quickly expanding global market, and as a result can create huge opportunities to aid Trinidad and Tobago in sustainable development. A possible method of applying TBL is by using carbon dioxide (CO2) for enhanced oil recovery of exhausted oilfields. Oil production will increase, the release of green-house gases into the atmosphere will be reduced which will give opportunities to sell carbon credits on the international market. As a result the formula is balanced, employment is created for the people, harm to the planet is minimised through reduced emissions of greenhouse gases into the atmosphere and profit is created by increased oil production and possibly the selling

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of carbon credits, thus people + planet + profit = sustainable development. Obviously additional research needs to be developed to ensure the model remains stable, and energy policies may need to be modified to fully take advantage of future carbon trading opportunities. In Malaysia for example, energy policies have changed over the years to minimise carbon emissions and Malaysia is now in a greater position to trade greenhouse gas emissions (Oh,T.H,& Chua,S.C 2010).

Forward Thinking There is still a great deal to accomplish for companies to fully embrace the need for health, safety and environmental management systems. HSE professionals have to become more business like in their thinking especially in smaller size companies to demonstrate that an effective HSE system makes good economic sense. There are tools available today that can help HSE professionals produce evidence of financial gains through the implementation of these systems. Linhard J.B (2005) examines the software, Return on Health Safety and

Environmental Investments (ROSHEI) which can be used to demonstrate the rewards of investing in these HSE systems, as well as a more recent tool kit developed by the Pan American Health Organisation and CRESSO (Rodezno R.A, 2005). Van Den Raad (1999) gives compelling arguments to support HSE systems. He explains that HSE systems guard against cost that cannot be insured and states “one important point to remember is that when integrating safety into the business it then carries the same responsibility as the rest of the business” (Van Den Raad W.P, 1999). He also emphasises that human cost calculation “cannot be done with a calculator but has to be done with the heart” (Van Den Raad W.P, 1999). HSE systems are no longer viewed as a financial nag but as an integral function of a company and evidence have been well documented to support the fact that a HSE system makes economic sense. On a larger scale, as our country’s HSE and energy policies continue to evolve together and green economic opportunities arise we must ensure that the triple bottom line formula continues to be balanced so that as a country we move forward sustainably.


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Business

The Benefits of Professional Safety, Health and Risk Associations by Jerson Wattie Senior Environment, Health and Safety (EHS) practitioner, National Gas Company of Trinidad and Tobago Limited.

In this fast paced, high-risk world the cost of failure is extremely high. Industrial accidents are well known to have cost innocent lives and immeasurable funds. Therefore as professionals practicing in a high stakes, complex and competitive risk world, individuals must pursue greater astuteness and credibility when making final decisions. This has long been true for doctors, engineers, accountants etc. and similar demands must be made of the Health and Safety or Risk professional. These professionals are equally entrusted with making life changing decisions and as such they should be well prepared through continuous professional development and learning. For instance, in 2008 a rail worker was seriously injured when he was struck by a train. It was found that poor safety advice was given by the health and safety advisor which caused worker confusion on active train tracks. This event demonstrates the need for not only continuous workplace safety awareness but meaningful and reliable professional judgment.

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Provides a promotion

Executives seek the prestige and value that professional membership and will regularly choose a safety and health professional member above ordinary practitioners. Membership conveys a sign of long-term care for the profession.

Continuous development is associated with higher leaning and is an active process of gaining knowledge by frequent immersion in various skill building programmes that are both • interactive and progressive. This is important to advanced proficiency and decision-making quality. It should be noted that in all highly regarded professions including safety, health and risk management, there are prominent professional membership bodies. This article then wishes to recognise the benefits of continuing professional development in health and safety and risk management. Stated • below are some individual benefits of continuing professional development and professional membership with a recognised body;

• Accordingly the definition of professional suggests that it is a person characterised by or conforming to high technical and ethical standards of a profession. Current health and safety regulation dictates that a professional should display competence in the form of certification and experience. Certification in this country is readily available from a plethora of institutions offering advanced training courses • while on the job experience is considerably more achievable here compared to other less industrial nations. Notwithstanding both these features the effective professional must similarly possess an understanding of his/her limitations. In this regard it is further noted that the combination of certification, experience and understanding of one`s limitations are further refined by continuous personal development.

Professional certification elevates trust and credibility for the profession Professional membership is a sure way to steadily boost your career profile, signaling to current and potential employers that you are also a very experienced and dependable professional.

Enhances hiring preferences and can increase salary Human Resource managers and employers consider professional membership key to the selection process. Professional affiliation is a sign of authority and confidence. Professional members also command higher salaries, around 10-20% more than the ordinary safety and health practitioner.

career

advantage

for

Enhances your self-esteem with new confidence Having gained the prestige of professional membership, your personal confidence grows as others actively seek your principled approach to challenging safety and health matters.

Encourages knowledge sharing and acquisition through global resources Professional safety and health bodies provide an abundant pool of real time expertise rarely found in ordinary work relationships. Their global presence transcends major industries from aviation and energy to manufacturing and hospitality. Therefore you will always have a qualified answer to real life challenges.

Benefits to be derived by employers

Employers by requesting as part of their criteria for employment request membership in a professional organisation guarantees a level of skill and competence which enhances the company’s image and ability to minimises the risk of accidents and injuries or consequential liability. They can verify the qualification and status of members by accessing the IOSH membership directory.


Business

HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

What to do with that extra money?

Karrian Hepburn General Manager, Scotia investments Trinidad and Tobago

Whether you have a lump sum sitting in your savings account or received windfall such as your bonus, an inheritance or proceeds from the sale of an item, it always comes down to the same question, “What can I do with this extra cash”. Well luckily, you have a number of options at your disposal in the realm of investments. There are a number of investment instruments available locally. When selecting the right investment instrument for you consider whether you need to keep your cash liquid. If the answer is yes, that you anticipate you will need to use your cash in less than a year’s time, you should consider one of the following: a Money Market Mutual Fund, Treasury Bill, Open Market Operation or Term Deposit. These short term instruments usually allow you to access your cash without penalty and earn some return, in the meantime.

access to reliable market data, availability of efficient transaction processing and reduced execution costs through price concessions from the market centers. A good investment is worth the while it takes to understand it and with an expert it becomes much clearer and can be quite rewarding.

look at the sum you have to invest, time horizon and provide portfolio suggestions to maximise your return. So, there you have it… Let’s do something with that extra money! We should not use words like ‘luckily’. As investment advisors we are delivering good sound advice that is seldom if ever based on luck.

If you have a longer time horizon such as 5 to 10 years or more, then you can look at Equities as a more aggressive way of achieving capital growth. Again, a Financial/Investment Advisor would guide you by determining how much of your portfolio should be placed in Stocks or If time is not an issue you can invest the Equity Funds. money for the medium term, for approximately In a nutshell, your first step therefore, is three to five years, then there are even more to meet with an expert who can assess your options. In addition to the options mentioned current situation, your goals, appetite for risk, before, you could invest some of the funds into a Bond, Bond Mutual Fund — many of which quarterly, semi-annual or annual dividends. To get the best out of a bond investment sit with a professional for guidance; someone who can break down what may seem to be a complex instrument but really is a well thought out means of growing your money. An Investment Advisor can effectively address the many parameters of a bond and guide you through considerations about the credit quality of the bond, the liquidity, size of order, availability of the security, trading characteristics of the security, favourable execution prices (including opportunity for price improvement),

AmCham T&T Linkage Q3/2013

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Business

thrive in a world of uncertainty

By Jeffrey P. Sarnacki Publius LLC

Insurance is a good option, but is only a partial solution. It does not cover all losses and it will not replace customers or reputation. Many disasters, whether natural or human-induced, may overwhelm the resources of even the largest Resilience is the adaptive capacity of an public agencies. The government may respond organisation to survive a crisis and thrive in a to the disaster but will not, in many cases, be world of uncertainty. Whether it’s the availability able to ensure the recovery of a business. Or they of mission critical data or physical assets, there may not be able to reach every facility in time. are certain keys to surviving a disaster. It is Instead of relying on others, it makes good incumbent upon business owners and senior business sense to plan ahead and be prepared. leaders, however large or small the business, to Numerous studies and experience show that lead the effort to survive. preparation is the key to surviving a crisis. To mitigate risks and master these keys to Nothing can take the place of analyzing what surviving a disaster, savvy organisations need to may occur and the effect that this event may invest in a business continuity program. There are have on your business or the marketplace, or the many reasons to do so. Among them, customers economic viability of the community, expect delivery of products or services on time. The reality of business is that dynamic and If there is a significant delay, customers may go increased natural, technological and humanto a competitor. If businesses are asking their induced threats, business complexity, government suppliers about preparedness it is because they regulation, corporate governance requirements, want to be sure that their supply chain is not and media and public scrutiny demand a interrupted. Failure to implement a preparedness comprehensive and integrated approach to program risks losing business to competitors business crisis and continuity management. So who can demonstrate they have a plan. In what should businesses actually do when and if addition, a significant business interruption or disaster strikes? loss can also have debilitating if not devastating Be prepared at the leadership level. It is impacts on local and national economies. management’s responsibility, under the oversight It has been reported that 40% of businesses of the board, to develop, implement, and exercise suffering a disaster never recover sufficiently to plans to identify, evaluate, and manage the risks reopen. Of those that do reopen, only 29% are inherent in the organisation. The management still operating in two years. If the loss occurs and board of directors should understand the within the business’ information technology organisation’s strategic plans, the associated area, without a plan, prospects are grim. 93% of risks, and the steps that management is taking businesses that have lost their IT for more than to monitor and manage those risks. The board nine days had filed for bankruptcy in one year; and senior management should agree on the with 50% of those filing immediately appropriate risk profile for the corporation, and

Building a successful business is hard and demanding work. Once it’s created, however, many business leaders do not take the necessary steps to ensure that all they’ve built survives the potential impacts of a disaster. The creation of a successful business not only adds value to both local and national economies, it also creates jobs and adds vital capabilities to communities. Savvy businesses do not question the value of staying on top of their markets or industry by conducting assessments, planning and training designed to help them succeed, and to stay one step ahead of their competitors. Fostering greater market awareness, managing risk, innovating and increasing efficiencies are activities that are in the DNA of any successful business leader. Unfortunately most leaders do not apply the same principles of thoughtful planning and training to ensuring the survival of their operations. An Ad Council survey reported that nearly two-thirds (62%) of respondents said they do not have an emergency plan in place for their business. What are the risks of this oversight? Organisations today are faced with a growing range of threats from low impact-high probability incidents like employee theft to high impact incidents like earthquakes and terrorism. Business owners and operators bear a critical obligation to save lives and protect property and the environment in the event of an incident involving their facilities, vessels and conveyances. They also bear responsibility to their shareholders, customers, and other stakeholders to ensure the resiliency of their business to disaster. 44

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Business

HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Have a Business Continuity Plan (BCP), and keep it current. Every business, regardless of size and scope, should maintain a well-defined Business Continuity Plan (BCP) to assist crisis managers and other leaders in the recovery of critical business operations.

they should be comfortable that the strategic plans are consistent with that risk profile. Have a Business Continuity Plan (BCP), and keep it current. Every business, regardless of size and scope, should maintain a well-defined Business Continuity Plan (BCP) to assist crisis managers and other leaders in the recovery of critical business operations. Every business must consider the costs, risks and threats associated with a disaster and develop a comprehensive BCP that addresses each of these elements. In addition, a BCP will help the business to more readily prepare for and respond to all manner of intentional, unintentional, and/or naturallycaused disruptive events which, if unmanaged, could escalate into an emergency, crisis, or disaster. Identify and deploy resources. Following an incident that disrupts business operations,

resources will be needed to carry out recovery strategies and to restore normal business operations.

the problem and identify the root cause. Next devise a solution tailored to the problem and to implement that solution. Once the plan is made, These can come from within the business the next step is to test the plan utilizing training or be provided by third parties. Resources and exercises to confirm outcomes compared to needed may include such things as temporary those projected. Upon completion the exercise employees, office space, furniture and equipment and training and developing the lessons learned, technologies, records, production facilities and Use the data to adapt the plan and begin again. capabilities, power generation and many other This process must be completed regularly and things. It is also important to note that since should be conducted any time a significant all resources cannot be replaced immediately change occurs in any variable. following a loss, managers should estimate in A crisis doesn’t need to spell disaster for any advance the resources that will be needed in the organisation. With the right focus on planning hours, days and weeks following an incident, and preparedness, any company regardless of and plan for obtaining them efficiently and size and scope can anticipate and mitigate risks effectively once a crisis occurs.. that might otherwise disrupt operations, and A well conceived BCP must utilise continuously help ensure continuity for the organisation, evolve. The first step is to define and analyze community and people that rely on it.

AmCham T&T Linkage Q3/2013

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Business

Emerging Markets in an Interconnected World

by Leslie Clarke Managing Director, Murphy Clarke Finance Limited

Brasil, Russia, India, South Africa, Turkey, Indonesia and Australia are no longer the darlings they once were. The honeymoon is over and a very jealous US Federal Reserve Bank, which has been indirectly pouring cheap money into the global financial system, is coming for payback. Furthermore, China’s central government is moving that economy to a domestic, consumption-based model, even as our own Trinidad and Tobago government has recently announced that the Chinese will be involved in the development of even more infrastructural projects.

The good news is that China has confirmed it will not allow its economy to slide into anything less than a 7% growth rate. The social ills from a Chinese slowdown may not be limited to it’s borders as we have witnessed the youth in many a country challenge the administration to fulfill one obligation – jobs. Consider the slower growth forecast when coupled with the US dollar strength, and we have an issue for investors. The US has a very powerful economy and we have to respect the impact of a fast-rising US dollar – or The ‘soft loan’ programme of the Chinese Reserve tapering of Quantitative Easing (QE) in other words – the potential fall-off of most was part of a long held policy of generating then we truly have combined weapons of other currencies against the US dollar. investment-led and export-driven growth for mass destruction for money invested in EM The way ahead cannot ignore the longera nation that needed to create employment jurisdictions. term story of faster growth population, growth for millions annually and did so successfully. In light of these challenges and as many of with middle class consumption and the sheer The challenge is that the world and certainly many commodity nations (Brazil, Canada, Australia and Russia) have become accustomed to double-digit rates of growth in China and cheap money from the Federal Reserve bond purchases. The effect of the Chinese slow-down is that Emerging Markets (EM) and specifically, commodity currencies have been hit hard and when coupled with a discussion on the Federal 46

AmCham T&T Linkage Q3/2013

you may have exposure to Emerging Markets investments, through one or two of the above names, the combined position has to be treated as one. Any investment in two or more EM jurisdictions earlier this year became binary. A China that is slowing down and a US economy showing signs of improvement would lead to the US dollar strengthening and doing so at an alarming rate.

size of some of these EM economies that are now electronically connected. It is also a fundamental working assumption that the world is experiencing time compression with portals such as Twitter (soon to be publicly traded); Facebook (which has rebounded); various Blogs; CNBC; YouTube and any app you may place on your Android or iPhone.


Business

HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

The US Senate hearings five years ago focused on whether the banks had (1) a fiduciary responsibility to their investors and (2) were becoming too big to fail. Five years later, with the mergers and acquisitions by some of the main defendants, there are even bigger institutions with a higher degree of interconnectivity. The challenge is that when these interconnected behemoths decide to move assets, they can have catastrophic effects on currency, pricing and liquidity of the instruments in far off lands.

Therefore we have come to the end of an era, a period where we initially argued whether EM nations had de-coupled from the Developed Nations – five years after Hank and Ben’s intervention. It is fair to expect that over the next ten years emerging economies will continue to rise, albeit at a much more measured and manageable pace. These economies are already established 50% contributors to world output up from 38% ten years before on a purchasingpower basis.

space, post-crisis. The protectionist measures employed by some of the countries in the Union have re-defined the landscape of business and finance whether we in small and medium-sized economies choose to accept it or not.

It is fair to say government and governments at the national, regional, state, provincial and local levels are all playing to their own competing interests. The accountability that is now being demanded does not allow power brokers to The anti-war president of the US addressed shirk their responsibility. The US Senate hearings possible intervention if not sanctions in Iran five years ago focused on whether the banks (against nuclear ambition), North Korea (against had (1) a fiduciary responsibility to their investors missile testing) and now the jury is out on Syria and (2) were becoming too big to fail. Five with its use and handling of chemical weapons. years later, with the mergers and acquisitions At the same time, Mexico is producing more by some of the main defendants, there are India is an economy that requires special cars than the US due to the cheap labour costs even bigger institutions with a higher degree mention. The volatility that India faced in the that exist south of the US border. Mexican of interconnectivity. The challenge is that when last three months compared to the other EM’s manufacturing labour costs per hour are now these interconnected behemoths decide to move will surely have had its effect on the psyche of cheaper than that of the Chinese. Consider the assets, they can have catastrophic effects on the global investor and global portfolio manager. shipping costs and time that it takes to get goods currency, pricing and liquidity of the instruments The stabilisation that is required before some to the US from China, and now the prospect of a in far off lands. managers re-enter the Indian market will only Mexican surge seems more apparent. A recent newspaper article by an investment be marked by time. As with small and mediumfirm suggested that when there is emerging There are lots of conversations here and sized economies, the question of liquidity is very rightly so, the financial system is made up of market price and currency destruction it may be important and the steep sell-offs in last few a large number of moving and interconnected an opportunity to buy, because in the longer term months by large managers would have led to parts. We have matured from globalisation to there is value. Needless to say, if a Rembrandt is dislocation. a policy-making stance of independence that on sale and it has been authenticated you should On the other hand, Europe has had its first recognises our interdependence with limited buy it with your eyes closed. However, these are quiet summer in four years. The three years prior, partners. There is little trust and the environment times where you have to rebalance, control risk, there was unrest (social and financial) in Europe is one that condemns and penalises first in order deploy offence, defence and have your special each and every summer. Germany is headed to protect. The financial crisis has therefore teams. Your circumstances, temperament and for the polls and Chancellor Merkel is favored. made the financial system over-engineered and outlook differs from everyone, so tactically you However, the question for Europe will be; can restricted from a regulatory point-of-view, even must read the game or you will be swept away ‘Mother Teresa’ Merkel with a fresh mandate not as we become better connected with mobile in a cruel and unforgiving world. turn into the likes of a Shakira. Europe is showing devices that can issue stock-trades in traffic on signs of recovery and will demand its own the rural outskirts of the sister isle. AmCham T&T Linkage Q3/2013

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Business

The Case for Asset Integrity

Confronting the cultural barriers to your Asset Integrity programme with behavioural change

by SAMI Management Consulting Company

Today’s complex, heavily regulated and environmentally conscious marketplace demands that industrial organisations not only implement Asset Integrity disciplines, but also that those programs go above and beyond basic regulatory requirements. Governments and consumers alike expect industry to be responsible and accountable for the safety and environmental impacts of their operations, and corporate executives are being challenged to lead the way on this front. Asset Integrity is the science of creating, measuring and maintaining the equipment properties that keep fluids (gasses and liquids) on the correct sides of all their boundaries throughout a processing and storage system. The integrity of any asset then is calculated by its ability to sustain those boundaries over time. In order to ensure the integrity of its assets, an organisation will need to have three simple components in place: properly engineered equipment, intelligent and well documented strategies for maintaining that equipment and a disciplined workforce capable of executing those strategies.

out procedures that, on the surface, appear to be sufficient to prevent safety risks and environmental hazards. The pervasive work culture, however, often focuses on reacting to crises rather than preventing them. Many times functional units within an organisation fail to work together properly to achieve common goals. We often find work practices that fail to follow required procedures. Over the years, the tendency is to establish a “we have always done it this way” mentality. This outlook stems from generations of skilled people teaching work practices through an informal apprentice program that exists in many organisations. These cultural issues can only be addressed by Implementing a system to accomplish those incorporating behavioral change methodologies tasks effectively, however, is easier said than into an Asset Integrity programme – something done. Many barriers exist to achieving Asset that is very difficult to do without the assistance Integrity. These may include overcoming years of of behaviorally-based consulting support. All of these factors keep executives awake neglect, equipment technology that transforms faster than organisations can evaluate the impact at night wondering, “How can I be certain of implementing it, ever-changing regulatory that we are doing all we can?”. Organisations requirements, a shrinking skilled workforce as need to assess that current state of operations identify areas that will require improvement well as many other potential factors. The existing workforce culture in many and develop strategies and implementation industrial organisations constitutes a difficult plans for closing those gaps. People have to barrier. Many organisations have spent do this across the organisation–from assessing substantial resources to develop well thought behaviours and work practices on the shop

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floor to analysing how the executive suite manages Asset Integrity and develop a business case for doing so. While establishing a safer and more environmentally conscious workplace is a primary outcome of implementing an Asset Integrity programme, it is not the only one. Substantial economic benefits also flow from the improved and more disciplined work processes that are implemented. In addition, as the integrity of Assets increases, so do uptime and production. As an example, working with a United States based vinyl producer, SAMI teamed with in-house engineering and maintenance groups to plan Asset Integrity work and integrate it with routine maintenance strategies. Both were performed as quickly as possible and with shared use of costly resources. The results of this effort included a sharp reduction in overdue Asset Integrity work, Asset Health Care cost savings of over US$ $1 million per month, and a 75% reduction in emergency work orders. Sustainable Asset Integrity can only come from within a learning organisation that constantly incorporates the knowledge that it gains from operations into improved asset strategies. Such an organisation learns from the constant flow of information provided by the various functions within the business, as well as from external sources, and uses that information to improve. Thus, as the inevitable tightening of regulatory controls occurs and societal pressures mount in light of current events, a learning organisation can lead the way into a more responsible future. A world class Asset Integrity programme is a definitive step in that direction.


AMCham T&T Technology insight

HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Trinidad and tobago the Next Tech Super-Power?

Rendering of Tamana INTECH Park

By Andrew Galt Account Manager ICT | The TSL Group

If you would have asked me ten years ago if there was a massive potential for Tech businesses in this region I would have said, “Are you kidding?”, “with big players like India, China, Japan and the US; our region seems inferior in comparison”. To our benefit in recent years there has been an impressive infrastructure explosion in Latin America, which has given us a major advantage to seek gains like China in terms of technology development. If you look at The Panama Pacifico Development, which was formerly The United States Air Force: Howard Air Base in the Arraiján District in Panama; this massive 14 square kilometre area has companies such as 3M, DELL, VF, BASF, Samtec, and Caterpillar having major industrial and manufacturing sectors present. This has ignited a massive investment into Panama’s economy making this Latin American nation a major player in the world’s technology manufacturing sector.

Panama Pacifico Development

that all governing parties are to be compliant with strict standards which will enhance the citizen’s quality of life. This effort could be a possibility and a result conclusion on their behalf would be a major investment into the reduction of crime, funding for social and schooling programmes, investment in infrastructure and development. In Trinidad & Tobago we have been blessed Could you imagine, fifteen years from now, a with our incredible diversity of marketable, Trinbago with jobs to spare, a high standard of natural resources but one resource we need to living for all and a population that is envied by realise is our human resources. Trinidad & Tobago the world over because of our determination for has been a manufacturer of some of the most success and innovative technological diversity, it intelligent people and intuitive companies in could happen. their respective areas; these elements could take It is now up to our private and public sector to “Tech” in our homeland to a new level. continue to develop and grow this area because Why not manufacture these consumables such the opportunities for us are limitless, this does as laptops, servers, and network appliances here? not extend to a select few, any person with We have the incentives, we have raw materials, the drive to innovate and become a trailblazer and we have labour ready to work; what can we could become a giant success. The average do to take gain from our region’s growth? Our internet start-up in the United States and Canada Republic has started to develop exciting new are mainly owned and operated by adults in opportunities such as The Tamana INTECH Park their twenties and thirties, some seeing revenue which would be a major stepping stone for us exceeding hundreds of millions of dollars with to develop our talents into new and marketable only a few staff, this could be an opportunity for exports. Could we have our own version of IBM, our young adults also to realise their potential DELL or Microsoft? Or is it possible that these and not limit their products to our market, it major players can see their businesses thrive here may be wise to use excellent resources such as because of our exceptional technical training and The American Chamber of Commerce to bridge our willingness to cater towards effective trade connections and develop your product growth to and investment by foreign entities. greater heights. With all this momentum roaring New business ventures could catapult Trinidad in the global market, let’s help Trinidad & Tobago & Tobago into first world status in a few short grab a piece of that pie, in a few years we could years as the major foreign companies demand surely reap the benefits. AmCham T&T Linkage Q3/2013

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Thought Leadership

Why the future of work will make us more human

Based in Wilmington, Delaware, James H. Lee is an independent futures consultant and writer. He is the author, most recently, of Resilience and the Future of Everyday Life. By James H. Lee Jobs are not only being outsourced to people in other countries, but they are being "othersourced" to automated workers. Jared Weiner, a futurist at consultants Weiner Edrich & Brown, notes that we’ll see more white-collar jobs lost to software algorithms, intelligent computers, and robotics. While automation has already had a significant impact on manufacturing, we are just beginning to see the impact of artificial intelligence on the traditional professions.

According to Weiner, “those jobs are not going to return – they can be done more efficiently and error-free by intelligent software.”

He notes that the financial services industry is becoming increasingly othersourced, and is experiencing a modern industrial revolution of

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its own. According to Weiner, “those jobs are be disappointed. These jobs will probably not not going to return – they can be done more be replaced – not in the U.S. and possibly not efficiently and error-free by intelligent software.” overseas, either. Financial analysts have been partially replaced with quantitative analytic systems and floor traders are now competing with computerised trading algorithms. Mutual funds and traditional portfolio managers have lost assets in recent years to ETFs (exchange-traded funds), many of which offer completely automated strategies.

This is all a part of the transition toward a postindustrial economy.

David Autor is an economist at MIT who has developed some useful insights on the impacts of outsourcing and othersourcing. Industries that undergo this transformation According to Autor, the jobs that are currently don’t disappear, but the number of jobs that being lost involve middle-skilled cognitive and they support changes drastically. Consider the productive activities. These tasks follow clear and business of agriculture, which employed half the easily understood procedures that can reliably population in the early 1900’s but now provides be transcribed into software instructions or just 3% of all jobs. The U.S. is still a huge subcontracted to overseas labor. exporter of food; it is simply far more efficient Autor writes that labor markets worldwide now in terms total output per farm worker. are rapidly becoming polarised and he sees a Since 1970, manufacturing jobs as a percentage of total employment have declined from a quarter of payrolls to less than ten percent. Some of this decline is from outsourcing, some is a result of othersourcing. Those looking for a rebound in manufacturing jobs will likely

clustering of job opportunities at opposite ends of the skills spectrum. At one end of the spectrum are low-paying service-oriented jobs that require personal interaction and the manipulation of machinery in unpredictable environments. Examples might


Thought Leadership

The new trends for the workplace have significantly less built-in certainty. We will all need to rethink, redefine, and broaden our sources of economic security. To the extent that people are developing a broader range of skills, we will also become more resilient and capable of adapting to change.

The fixed-time and location-based jobs will At the other end of the spectrum are jobs that require creativity, ambiguity, and high levels of continue to exist, of course, but these will personal training and judgment. These jobs tend become smaller slices of the overall economy. to pay well, because they require skill sets that There are some tradeoffs involved. The old are more difficult to replicate. model of work provided an enormous level of The job opportunities of the future require predictability. In previous eras, people had a either high cognitive skills, or well-developed sense of job security and knew how much they personal skills and common sense. In a nutshell, would earn on a monthly basis. This gave people people will need to be either “smart” or “nice” a certain sense of confidence in their ability to “The added value of maintain large amounts of debt. Our consumer the worker is during to be successful (preferably both!) economy thrived on this system for more than the non-routine Work will always be about people. It is about parts,” says Autor. half a century. finding what other people want and need -- and The new trends for the workplace have then creating practical solutions to fulfill those significantly less built-in certainty. We will all desires. need to rethink, redefine, and broaden our What is changing right now is all of our basic Personal judgment and common sense can sources of economic security. To the extent that assumptions about how work gets done. It is less be important in even the most basic service people are developing a broader range of skills, jobs. “The added value of the worker is during about having a fixed location and schedule and we will also become more resilient and capable the non-routine parts,” says Autor. This might more about thoughtful and engaged activity. of adapting to change. include a truck driver navigating an eighteen- Increasingly, this inspiration can happen anytime, Luddites should take notice – computers just wheeler through road construction or a security anyplace. might push us to do work that is meaningful and guard identifying suspicious activity at a There is a blurring of distinctions between enables us to become better people. The activities department store. work, play, and professional development. The that make us human – thinking, dreaming, To the extent that many service jobs involve ways that we measure productivity will be less learning, communicating, and feeling, are the human interaction, they also require skills such based on time spent and more based upon skills that are the most difficult to program. In as empathy and interpersonal communication. the value of the ideas and the quality of the a contest of “man vs. machine”, people will Good employees can see things from the output. People are going to have a much better continue to shine and outperform in these areas awareness of when good work is being done. perspective of their customers. for years to come. include driving a vehicle in traffic, cooking food in a busy kitchen, or taking care of cranky preschoolers. Unless people decide to freight their toddlers to India for cheaper childcare, these tasks will still need to be performed locally.

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Health and Wellness

The Pursuit of Happiness

By Karen Blackman Moksha Yoga Instructor and Director

Do you have an alarm on your computer PHYSCIALLY: to remind you when it’s time for lunch while Imagine that your body is in a locked sitting position every at work?

day from 9 to 5, 5 days a week. You sit to drive home… adding on another few hours…you drove to go to work… Or do you eat, but eat a ton of junk, drink adding on even more hours…then you’re exhausted so cups and cups of coffee or Coke just to keep you awake during the day? Are you finding that you go to bed. Not once in your day did you stretch. What you are suffering with panic attacks or anxiety starts to happen is your hip flexors become underused and as a result they can become tight…they feel sore. Here is a attacks? Are you noticing an increase intake of pills picture of where your hip flexors are located:

Or do you even remember to eat?

for headaches or back aches?

This then puts pressure on your lower back, which can then

Does your whole upper body…especially move up towards the shoulders and the neck. If you your around the shoulders feel like one BIG knot? upper body is in pain or discomfort, you tend to adjust the Have you noticed your weight increase, but way you sit, stand or walk and so now you’re shifting other for the life of you can’t understand why? parts of your body out of alignment to compensate and Have you paid a visit to your doctor usually that means possibly feeling pain and/or discomfort recently and were told that your blood in your knees and even ankles. Another result of lower back pressure is either too low or too high? pain due to tightened hip flexors is weakened abdominal Did you ever suffer an injury from a sporting activity – gym, SPINN, aerobics, basketball, cricket, football etc., and noticed that you either keep getting the same injury OR that it is making your work life uncomfortable when you have to sit all day?

strength. So you slouch. When you slouch, you compress your diaphragm and as a result you reduce your oxygen intake. You reduce your oxygen in take, you deplete oxygen from blood and muscles. Your heart no longer beats optimally, you feel tired and listless. What happens next? You If you answered yes to any of the above… drink more coffee, more Coke…smoke more cigarettes… let’s take a moment to look at how not you become unhealthy…you become unproductive. In other including movement in your day could have words, your physical weakness starts to affect your mental a negative effect on you PHYSICALLY, state. You become trapped in a vicious cycle!

MENTALLY AND EMOTIONALLY. 52

AmCham T&T Linkage Q3/2013

Hip flexor


HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

Health and Wellness

MENTALLY: Now your system is on overload…caffeine, cigarettes. You try to get your necessary 6 or 8 hours of rest, but for some reason you wake up still feeling exhausted. So you eat in a rush or not at all, or eat very unhealthily because you have to fill on “something”. This then makes you feel even more tired and so you drown your system even more with caffeine etc., just to try to keep you alert. The result? Your mental tiredness now begins to affect you physically…cholesterol increases, your blood pressure is high or maybe drops too low, you gain weight, you feel sluggish and unhealthy and finally this all makes you feel completely out of sorts. You further become less productive so you have to work harder to make up the hours you lost because you couldn’t focus…you are reading the same sentences over and over. In other words…you are trapped in yet another vicious cycle! But now this vicious cycle is one of exhaustion - having to work harder and longer.

’re exhausted You

You eat or drink unhealthily – results in High Cholesterol, High/Low Blood Pressure – Could result in Weight gain

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Exercise folks! But mindful exercise. Don’t just decide to get up and go play football or do aerobics…make sure you warm up the body properly before AND after. EMOTIONALLY: So now you’re trapped physically and mentally and this starts to affect you emotionally… you’re a mess! For some, Depression starts to set in so you find you do “nothing” more OR you start to feel panicked or anxious all the time because you see no end to your feelings of being physically and mentally trapped. You start to hear other peoples’ issues…you have people that need you to “be there” for them and now the level of the burden feels bigger…bigger than you. You feel even more depressed or panicked or anxious and further stressed. Ahhhh… yes, here is yet another vicious cycle.

HOW DO YOU BREAK THE CYCLES…GET OFF THE EMOTIONAL ROLLER COASTERS? Exercise folks! But mindful exercise. Don’t just decide to get up and go play football or do aerobics…make sure you warm up the body properly before AND after. Try incorporating a yoga practice…this will help balance you physically, mentally and emotionally. You will learn techniques on how to live a healthier life and practice your physical activity safely and with more awareness. You will start to change how you exercise or how you feel about exercise…you get healthier, you are more productive in the time you are supposed to be productive, and finally, you live happier! interested about Yoga visit: www.sanghayogatrinidad.com for class schedule

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

AMCHAM T&T'S NEW MEMBERs

Fojo Design & Develop Limited Address: 19 Well Springs, Cascade Telephone: 621-1259 Fax: 621-1259 Email: services@fojodesign.com Website: http://fojodesign.com/ Type of Business: Fojo Design & Develop Limited is a mid-sized, fast growing, regional design and development firm. Over the last several years we have completed projects in St. Lucia, Grenada, St. Kitts, Dominica, Suriname, Florida and Trinidad and Tobago. We are on the cutting edge of Green Design, CADD, Smart Building Technology and Building Information Modelling. We have a reputation for producing projects that are practical and cost effective while also being very aesthetically appealing – projects are very profitable and beneficial for all stakeholders. Glenroy and Associates Company Limited Address: 26 Chincuna Gardens, Cunupia Telephone: 693-1839; 497-1431 Fax: 693-1839 Email: glenford@tstt.net.tt Website: www.glenroyandassociates-tt.com Type of Business: The Company comprises a team of experienced training and organisational development professionals, who are committed to providing organisations with the competencies and capabilities to compete successfully within their environment. We are at the forefront of contemporary corporate issues through our network of associates who bring industry specific experiences to our range of services provided to clients. We incorporate best practices and benchmark with locally, regionally and internationally successful corporations to ensure that our solutions are relevant and up to date with current trends. This enables us to understand the key measurement standards and indicators for high performing companies. We have a strong understanding of the critical success factors for organisational survival today.

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KR Services Limited Address: 14 Petra Street, Woodbrook, Port of Spain Telephone: 623-9945 Fax: 623-7459 Email: kr@kr-consulting.com Website: www.kr-consulting.com Type of Business: KR Consulting is an actuarial and benefits consultancy that offers a range of financial services. We specialise in providing our clients with unusual solutions that catalyze system-wide reform on an organisational and national basis. Our benefit consultancy services include such standard offers as pension and benefit valuations and employee communication programs. KR Consulting will help you implement accounting standards that impact benefits and their valuation such as IAS 19, FAS 87/88/106/132 and SSAP 24 / FRS 17. We provide training for pension administrators, management committees and trustees. KR Consulting also provides services such as employer and employee needs analysis, executive compensation and benchmarking. We can help you identify areas where benefits can be better targeted to meet the needs of participants, often at reduced costs. We provide consulting services to both life and nonlife insurance companies, including strategic company modeling and IFRS 4 compliance. Our work in financial modeling and risk management is varied, including research into Caribbean investment markets, credit risk analysis, derivative pricing and advice on captive and self-insurance programmes. Synergy Resources Limited Address: Harmony Hall Road, Gasparillo Telephone: 650-3032 Fax: 650-4828 Email: info@synergyresourcesltd.com Website: www.synergyresourcesltd.com Type of Business: Synergy Resources Limited was established on September 29, 2010 with its corporate office and warehouse situated at Harmony Hall, Gasparillo. The company prides itself as being a professional service organisation offering a broad variety of products and services with its core business revolving around emerging sustainable trends in Waste Treatment and Alternative and Renewable Energy applications for sustainable development.  The company commits its material, human and intellectual resources to making significant contributions to a wide spectrum of endeavors ranging from structural development, energy efficiency and conservation, waste treatment, alternative and renewable energy, to environmental protection.

Trinidad & Tobago International Financial Centre Management Co. Ltd. Address: 15th Floor, Tower D, International Waterfront Centre, 1 Wrightson Road, Port of Spain Telephone: 628-3081 Fax: 624-0794 Email: joan.ferreira@ttifc.co.tt Website: www.ttifc.co.tt Type of Business: TTIFC  is an investment promotion agency created to boost your operations by connecting prospective partners in financial services with excellent right sourcing resources and talent in T&T. We are entrusted with the development of Trinidad and Tobago’s financial sector by providing companies with facilitation, support and key linkages to T&T’s  exceptional resources and talent, and making it easier for them to confidently conduct a successful business. TTIFC can amplify your advantage, delivering the efficiency and energy  that power business and investment in Trinidad and Tobago. Financial Institutions Support Services (FINeSS) is an industry programme created by the  Government of Trinidad and Tobago to implement special incentives to support middle and back-office processing for financial institutions and their Business Process Outsourcing (BPO) providers. United Caribbean Services Limited – AVIS Licensee Address: 30 Wrightson Road, Port Of Spain Telephone: 627-7753 Fax: 624-0915 Email: info@avistrinidad.com Website: www.avistrinidad.com Type of Business: Avis is a Rent A Car System and its subsidiaries operate one of the world’s leading car rental brands, providing business and leisure customers with a wide range of services at more than 200 locations worldwide.


amcham T&T on the inside

Feature: Data and information technology HSSE Special Excellence – Economic Success through Innovative, Integrated HSSE Strategies

What you always wanted to know and never dared to ask about Amcham T&T ...

How much do you know about AmCham T&T’s Services & Products? Did you know? Our strong mix of formidable local and international member companies, strong networking links, close association with the U.S. Embassy and alliances with the Association of American Chambers of Commerce in Latin America and The Caribbean (AACCLA) all ensure rapid access to what you need to compete effectively both in local and overseas markets. We can therefore secure for members strategic information on doing business in a particular country as well as set up introductions to the right business organisations or companies in the U.S. and throughout the western hemisphere. As your door to opportunities in a globalised environment, some of AmCham T&T’s services are listed below.

and the wider business community, registration, organising the room and refreshments as well as any other administrative duties that may arise. One-on-One Appointments Through our local and international connections as well as the international AmCham network, AmCham T&T can arrange one-onone appointments for companies who are seeking to expand their business in Trinidad and Tobago and the Americas. Incoming & Outgoing Trade Missions Information is available upon request. AmCham T&T Monthly Meetings You will receive notices of our Monthly Meetings, which usually begin at 8:15 a.m. and end between 9:30 and 10:30 a.m. AmCham T&T business is usually the first item on the agenda, followed by a guest speaker and a discussion session. Occasionally these meetings may take the form of a Luncheon or Dinner.  This may be the case if there is a special event or an important overseas visitor.  Your company may also choose to become the corporate associate of a particular meeting for a sponsorship fee.   AmCham T&T Board Room Rental AmCham T&T’s conference room is available for meetings, training sessions and board meetings. Send the particular details regarding meeting needs in terms of seating, catering, equipment, etc. and we will arrange it for you.   AmCham T&T Organsing Your Event (Event must be trade or business-related) AmCham T&T can arrange the logistics of your event, all arrangements including sending out invitations via email or otherwise, and special invitation to ministers / diplomatic corps, following up for responses, coordination of logistics at venue before and after function.   Event Email Mailout Service (EEMS) (Product, seminar or service must be trade or trade-related) EEMS is an email service which gives you the opportunity to detail your event (e.g. conference, seminar, etc.) to the executives listed on the AmCham T&T database (over 1000 executives).

AmCham T&T U.S. Business Visa Facilitation You are eligible to use this facility for renewal of visas from the U.S. Embassy for business. In addition, when the automated visa appointment services areas are ‘backlogged’, AmCham T&T may facilitate expedited visa appointments for business travel and training for company personnel. This is available at no cost to the employees of member companies. AmCham T&T Introductions You may already be in contact with a company with whom you would like to do business or make an alliance. AmCham T&T will send a letter of introduction for member companies, which will include details such as the length of time your company has been a member of AmCham T&T and your company’s involvement with Chamber activities etc. AmCham T&T will encourage the setting up of a meeting for you to promote your products and services, but will not endorse an individual company product or service, as we represent several competing companies in any one industry. Access to AmCham T&T Membership Database Listed AmCham T&T executives may request at any time from AmCham T&T the most updated version of our membership database highlighting companies’ names, addresses and executives’ contact information. An excel version is also available. AmCham T&T Executive Info Session Launching a new product or service? AmCham T&T’s InfoSessions are an excellent way of niche marketing to the decision makers of our 297 member companies, as well as to the wider business community. AmCham T&T will be responsible for sending out notices of the session to our members

Please note that some of AmCham T&T services & products carry a nominal fee.

: H av e y an A ou ever t mCha houg mT&T h Comm t about joini ittee All Am ng ?

Cham to ha T&T v to vo e represen 's financial ta m ice th the lo eir is tion on t embers are s h b Direct bying effo ues and to e committ encouraged e o r where rs. Commit t of the A provide f es in orde r e inform members c tee meetin mCham T& edback fo r T a a g ’s n t s io s B h are a n w oard ar Comm no of ittees. ith each o e invaluab le exp ther forum ther. S erienc ee list es of Am Cham and T&T

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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies

LATAM Roundtable Breakfast Meeting

Upon the finalisation of our 2013-2015 Strategic Plan, the AmCham T&T Board of Directors renewed their commitment to our raison d’être to facilitate, influence and create trade and investment opportunities between Trinidad and Tobago and the Western Hemisphere, which redound to the prosperity of our membership and society.

America (AACCLA) among others, to build countries and of course share information about awareness of trade and investment opportunities AmCham T&T and ways in which we hope to throughout the hemisphere for the benefit of work with them in the near future. our members.

In the furtherance of this mission, AmCham T&T recently hosted a LATAM Roundtable Breakfast Meeting on October 17th 2013 which boasted the attendance of a significant Our focus will be on leveraging the strong number of the Latin American Ambassadors to linkages that we enjoy with the United States Trinidad and Tobago. The AmCham T&T Board of America and Latin America through our of Directors took the opportunity to become association with the US Embassy, the US better acquainted with the Ambassadors and Chamber of Commerce, and the Association other diplomats present, understand more about of American Chambers of Commerce of Latin the interests and opportunities of their respective

BE SEEN LOCALLY, REGIONALLY AND INTERNATIONALLY

Purchase your copy of the AmCham T&T Business Guide or book advertisements and/ or contribute articles in Linkage, contact Melissa Pierre: Tel: (868) 622-4466 / T&T 0340 / 628-2508 e AmCham ess Guid in s u Email: trade@amchamtt.com B e

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Download back issues of Linkage on our website: www. amchamtt.com

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Advertise on the AmCham T&T website for very low rates. contact Melissa Pierre, Trade and Communications Officer at trade@amchamtt.com


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HSSE Excellence – Economic Success through Innovative, Integrated HSSE Strategies


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