Heritage DrillDown Edition 2 for July

This is My Heritage.

One Team... One Journey

ISSUE 6

JULY 2022

ISSUE 6 JULY 2022

Note from the CEO, Arlene Chow: Committed to Change

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Note from the Editor

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The Significance of Our Theme

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Heritage, Paria and Staatsolie Sign MOU

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The Drilling BU Successfully Kicks Off Its Drilling Campaigns

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Teamwork Gets the Job Done for Drilling and Workover Campaign

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Maximising Our 2%

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One Journey Culture Meeting

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The Safety Culture Steering Committee

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Heritage Has Talent Teaser

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Celebrating Our Employees Vishwahnath Ramnath

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Spotlight on the Community: Point Lisas

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Heritage Cooks: Christmas in July

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Did You Know?

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Caring for Your Mental Health

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Heritage Has Talent Registration

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Note from the CEO, Arlene Chow

Committed to Change I truly believe that at the heart of any great company is a great culture. At Heritage, we are focused on creating a healthy organisation that aligns closely with our purpose and values, and that also reflects the diversity and resilience of our communities and nation. When we are at our best, we create a strong foundation and culture that will allow our company to have a greater impact on our stakeholders and improve our contribution to the economy and to the citizens of Trinidad and Tobago.

The focus being placed on our culture is more than just ‘checking the box’. We expect Heritage’s embodiment of its INSPIRE values, which are intrinsic to our culture, to become even more dynamic and impactful. I would say that this is foundational to our growth as a healthy, socially responsible organisation and industry leader.

I am proud of the strides we have made in the past few years, but strengthening and improving culture is a journey. This is a journey that will continue to evolve and grow each year as new initiatives and ideas are identified to support our progress.

We are listening, learning, and working together to make a positive impact. We have a responsibility as a company to model the right behaviours and be better as a community. We are going to be transparent with our progress, and I invite all of you to engage and join our commitment to change.

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ARLENE CHOW, CEO

I am proud of the strides we have made in the past few years, but strengthening and improving culture is a journey. This is a journey that will continue to evolve and grow each year as new initiatives and ideas are identified to support our progress.

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WELCOME TO THE 6th ISSUE OF THE HERITAGE DRILLDOWN – THE QUARTERLY INTERNAL E-NEWSLETTER FOR THE HERITAGE PETROLEUM COMPANY LIMITED.

Note from the Editor This is My Heritage. One Team. One Journey.

The last couple months saw us defining and rolling out what we are building as the Heritage Culture. We congregated over a series of sessions at Pointe-a-Pierre to help define and articulate our way of working. The importance of the Heritage Culture initiative cannot be overstated.

EDIITOR IN CHIEF: Arlene Gorin-George SUB-EDITOR: Nkese Harriott PUBLICATIONS COMMITTEE: Arlene Gorin-George, Nkese Harriott, Balliram Bachan, Stephon Jiminez, Najila Elias-Samlalsingh, Yashoda David

Speaking of drilling, cheers to the relatively new Drilling Business Unit (BU) on their recent drilling success. You are also being featured in this issue so the entire organisation could appreciate the importance of the part you play in the Heritage Team’s journey.

PHOTOGRAPHY: Heritage Archives DESIGN: Lonsdale Saatchi and Saatchi Advertising Limited

May was also a special month for our fenceline community of Point Fortin. The borough celebrated its 42nd anniversary. In commemoration of this milestone, we shine a spotlight on the community.

Please address all correspondence to The Heritage DrillDown c/o Communications Department Registered Office 9 Queen’s Park West Port of Spain Tel: 868 649 5891 Email: corpcomm@heritage-tt.com Website: heritage.co.tt ©2022 Material in this publication, with the exception of photography, may be reproduced once credit is given to the Heritage DrillDown.

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Of course, the DrillDown wouldn’t be complete without us celebrating our very talented and progressive employees. Please take the opportunity to read and get to know more about the trio known affectionately as “The 3 Vishes” from the Drilling BU. Putting together this issue of the DrillDown was very exciting for us, and we do hope that you enjoy reading it as much as we enjoyed producing it!

Cheers!

Arlene Gorin-George

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THE SIGNIFICANCE OF OUR THEME:

THEY DOUBTED THAT IT COULD HAVE BEEN DONE.

As we work, every day, our story is being written. The incidents and accomplishments, the challenges and the subtle successes, the deep pride in our journey and our passion for the future make our story what it is. It makes us who we are.

Something attracted us to the notion of crafting and creating something out of what appeared to be rubble. Those of us who came saw the potential resurgence, and over time, have shaped the way we are recognised and have given life to our reputation as resilient performers, resolute in our commitment to achieving success.

In many ways at Heritage, we are walking multiple roads, responding to varied expectations, managing multiple demands. As an organisation, we are able to balance the sometimes conflicting demands of performance, safety and profitability, finding that space in which we address immediate issues and concerns even as we take the long view, conscious of our legacy to future generations.

To date, we have set in place the foundations of that legacy – we have turned the company in the direction of a profitable enterprise. We have quieted some of the doubts about our decision to be part of this organisation and its ability to survive and thrive.

We are now an organisation that leverages its success to encourage development across communities. We INSPIRE other organisations nationwide, supporting efforts that empower people and build a nation.

The space we have created – the space in which we make our contribution – is changing. It is becoming a space in which people believe in themselves, their

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WE BELONG … WE ARE PART OF A WHOLE, A TEAM AND AN ORGANISATION THAT CREATE A SENSE OF BELONGING AND PARTNERSHIP.

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But then, what did they know about us?

What do they know about us, even now?

Those who think it cannot be done should get out of the way and make room for those who are doing it.

colleagues and partners and the possibilities that lie ahead for all.

Are there doubts and concerns? Yes, there are. But the climate at Heritage addresses these in the spirit of innovation, nimbleness and respect. We look at these issues as potential doorways to achieving even more than we have thus far. Our conversations do not linger on the difficulties, but they shift to exploration of solutions. Our language reflects possibility, a sense of 'yes we can'. Our successes to date have revealed our creativity, our determination, our ability to collaborate – we recognise and revel in this.

We have become an organisation that demonstrates multiple dimensions of leadership. In-house, our leadership is seen in the ability to influence ourselves, others and the organisation as a whole. It is a space in which we all learn and grow, guiding one another towards the fulfillment of the Heritage Vision. Our mutually supportive working relationships are rooted in respect for all and our individual experiences and contributions.

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Externally, Heritage is a beacon of leadership in the industry, the economy and across the region. An exemplary organisation, we have provided another example of local leadership and pride, showing what can be done. As a voice that is sought after and listened to, we continue to shape the future of the organisation and the country and provide thought leadership, creating opportunities for individual development and success.

We are conscious of our values. We know them, and we acknowledge them as the pillars of our culture and the way we work. We understand and appreciate these values, discussing them and the way they make a difference and shape our day-to-day interactions.

These discussions about our behaviours reinforce our values, our beliefs and our aspirations. They speak to who we are. We encourage one another to seek the links between what we do and what we believe and stand for.

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The stories we tell and the anecdotes we remember reflect this. They celebrate who we are as an organisation and as individuals. Our stories help us understand ourselves and others. They help guide us to affirm our beliefs, to celebrate our victories, to sharpen our perspectives, and to understand who we are and why we are. In our quiet moments, they reenergise us.

We belong … we are part of a whole, a team and an organisation that create a sense of belonging and partnership. It is a space in which we can bring our diverse gifts to the table, listen to and respect what others bring – their gifts and their gaps. And we harness this in the interest of building, belonging, growing and creating a powerful future that benefits us all when we say, 'This is my Heritage. One Team.

One Journey'.

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Heritage, Paria and Staatsolie Sign MoU On Monday 27 June 2022, a Memorandum of Understanding ('MoU') between Heritage Petroleum Company Limited ('Heritage'), Paria Fuel Trading Company Limited ('Paria'), and Staatsolie Maatschappij Suriname N.V. ('Staatsolie') was executed in Paramaribo, Suriname on the sidelines of the Suriname Energy, Oil and Gas Summit. The MoU establishes a framework for cooperation amongst three of the top state-owned energy companies in the Caribbean region.

The parties initially met in November 2021 when a high-level delegation representing Suriname and its national oil company, Staatsolie, met with members of the leadership of Heritage and Paria at Heritage’s Port of Spain, Trinidad office.

Present at the signing meeting were Minister of Energy and Energy Industries, the Honourable Stuart Young; CEO of Heritage, Arlene Chow; Managing Director of Staatsolie, Annand Jagesar; and General Manager of Paria Mushtaq Mohammed. Under the MoU, the Parties agreed to enter into discussions related to identifying mutually beneficial partnership opportunities under three broad areas - Exploration and Production (E&P); Trading and Marketing; and Environment, Social, and Governance (ESG).

Minister Young affirmed the opportunities for collaboration among the MoU parties and expressed, 'as Caricom partners, Trinidad and Tobago and Suriname will work together to address the challenges to develop our energy sectors as well as those of our region. Our countries have an important role to play in energy security for the region. I look forward to a fruitful relationship and I am pleased that discussions have already commenced among the parties'.

Over the coming months, a number of opportunities under the aforementioned three broad categories will be assessed and further developed. At the end of this assessment exercise, if one or more opportunities are judged to be feasible, then the parties may propose to enter into negotiation of commercial terms.

The signing of the MoU signals the start of the cooperation between the respective state energy companies as well as the forging of deeper relationships between the energy sectors of Suriname and Trinidad and Tobago.

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The Drilling BU Successfully Kicks Off Its Drilling Campaign The 2022 HPCL Land Drilling Campaign was kicked off with the drilling of FC468 in the Point Fortin Central field. The well was spudded on the April 9th 2022 and drilled to a depth of 3,505ft MD using WSL Rig-2. The well’s objective was to accelerate production from the same compartment as the existing FC466 well (completed in 2019).

FC468 successfully encountered 293ft of net oil sand in the primary Cruse objective based on log evaluation,

and this was in line with pre-drill expectations.

Additionally, several up-hole recompletion intervals were penetrated and logged. Successful completion across the primary objective was achieved on May 15th and current production is 64 bopd.

Four additional wells have since been drilled and are in varying stages of completion and production optimisation – FC-469, 1MK-96, PS-611 and FR-1818.

Congratulations to the Drilling team on this major milestone!

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ONE TEAM. ONE JOURNEY.

Teamwork Gets the Job Done for Drilling and Workover Campaigns Drilling and Workover (D&W) campaigns require many different teams within the business working together to get them started and to have them be successful.

According to Drilling Leader Richard Burgess, 'From Subsurface to HSSE to SCM to Legal, it takes a lot of effort from many people to position D&W for success.

While there are literally too many people to mention by name, I would like to take the time to recognise the efforts of the Subsurface team in helping us deliver wells.'

As a pure upstream E&P company, Heritage will sink or float with our ability to get the right working relationship between Subsurface and D&W. With many operators globally, there is usually a historic, senseless and counterproductive rift between Subsurface and D&W. That Industry dynamic seemed as constant as the Northern Star to quote Shakespeare. Happily, at Heritage we are bucking that trend and driving the right culture of cooperation and support between these two critical teams. According to the team, 'As with all things, there is always room for improvement, but we are confident that we have the right model of team integration that will set us up to succeed'.

As we have seen time and again, Heritage thrives on relationships and teamwork. According to Mr. Burgess, mentorship and coaching are also key components of success for the company and the team. He notes the invaluable support of the Board of Directors: 'Honourable mention must be made to Director

Richard Burgess Vincent Bartholomew for his counsel and guidance.

His willingness to lend his considerable experience to the oversight of our operations is most welcome.

More importantly, his approach to coaching is well appreciated. We are very fortunate to be getting knowledge transference from someone of his calibre'.

Heritage is on a path of continued growth. As the D&W campaigns highlight, real success comes from cooperation, teamwork, knowledge sharing and mutual respect for our differences and strengths. One Team. One Journey.

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Maximising Our 2% The newly formed Operations Business Unit amalgamates the Land, Offshore and Midstream Business Units. Collectively, the Operations Business Unit delivers approximately 67% of Heritage’s production daily or approximately 30,000 barrels of oil per day (~30MBOPD). The direct and indirect income and employment generated by the Operations Business Unit and its supporting contractors contributes roughly two percent (~2%) to Trinidad and Tobago’s gross domestic product. This is critical to the development of Trinidad and Tobago and our continued recovery from the effects of the pandemic.

Recently, the Operations Business Unit Extended Leadership team gathered to grapple with the responsibility and privilege that we have been entrusted with — to deliver two percent of GDP for the country of Trinidad and Tobago.

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On May 13th 2022, the team gathered under the leadership of the Chief Operating Officer, Ms. Patricia King, to reflect on the Unit’s current inyear performance as well as several transformative initiatives. This was also the first time the full Operations Business Leadership met in-person as an integrated team since the onset of the Covid-19 pandemic.

Following strict HSSE protocols, including antigen testing and Safety moment, the early morning

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session consisted of interactive progress updates and participants’ feedback on multiple workstreams occurring simultaneously across the business unit.

These include: • Implementation of the Engineering Authority • The Development of the Forward Drilling Programmes • The Development of a Production Management Protocol • Rollout of Integrated Planning across the Business Unit • Improved, Centralised and Standardised Reporting Frameworks When fully implemented, these initiatives will transform the way we work, improve our effectiveness and cohesiveness, and provide a solid foundation for the delivery of our strategic commitments.

During the late morning session, Business Unit Leaders shared their reflections on achievements, learnings and opportunities to address disappointments.

Transparent discussions with colleagues on progress and areas for improvement, presented opportunities to harness the strengths of the team and encourage synergies across the business unit to convert our disappointments to learnings and our learnings to achievements!

Special thanks to our COO for facilitating the first in-person Operations Business Unit Strategic Session. The effective and exciting format, as well as informative and powerful discussions enthused and empowered the team as we continue our transition.

It was a wonderful opportunity for reconnection with

colleagues while engaging with and acknowledging our awesome responsibility. The Operations Business Unit is on a journey to deliver and exceed that two percent for Heritage and the country of Trinidad and Tobago. #TwoPercent #OpsBUProud #OneTeamOneJourney.

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One Journey Culture Meeting Culture is integral to a company’s performance. Culture can be defined as the collective values, norms and beliefs of an organization.

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It is evident in the little things from the way people dress, the language they use, the standards they uphold (or don’t uphold) and what behaviour they reward (or avoid).

In May 2022, our Human Resources Group hosted a series of Culture sessions, which were centred around defining and shaping the company’s culture. Under our theme, 'This is My Heritage. One Team... One Journey', these in-person interactive sessions allowed employees to discuss, reflect upon and brainstorm ways in which we can individually and collectively nurture and sustain a culture that everyone can feel proud of.

Take a look at some of the highlights.

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The Safety Culture Steering Committee

The Safety Culture responsibility at Heritage falls within the portfolio of the Operational HSSE Manager, Mr. Osei Flemming-Holder who reports to the HSSE Leader, Mr. Wendell Seecharan. During the month of October 2021, the first Safety Culture meeting was convened, and key personnel were selected based on their core competencies to form the Safety Culture Steering Committee ('the Team').

THE TEAM COMPRISED:

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Osei Flemming-Holder – Operational HSSE Manager (Chairman of the Committee)

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Shyam Dyal – CCMER Manager

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Devon Sooknanan – Contractor Safety Management Advisor

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Saul Bhagwandeen – HSSE Team Lead Offshore

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Perry Jagdeo – HSSE Team Lead - Land

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Jens Sastoo – HSSE Team Lead Midstream & Business Development

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Dr. Lisa Mohammed – Landman

The overall objective of the Team is to develop and implement strategies which will be used as a journey of transformation to foster Safety Culture Excellence within our operations. Safety Culture Excellence can be defined as: A set of capabilities that enable continuous improvement in safety performance and create a chemistry and climate in which such improvement is nurtured and encouraged.

This journey would take Heritage to a position where safety is key and is fully integrated into our work. The ultimate objective is goal zero – zero accidents. This intent is in line with the Team’s mantra that Safety Always Fosters Excellence.

What was achieved thus far?

Since the establishment of the Team in October 2021, there have been several brainstorming exercises which resulted in knowledge sharing and the eventual development of the Safety Excellence Roadmap 2022.

The aim of this roadmap is to identify the key activities that will be conducted with the intent of fostering a positive Safety Culture at Heritage.

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THE KEY ELEMENTS OF THE ROADMAP INCLUDE: • •

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Set up Safety Excellence Team (Cross-Functional Team) Conduct Hazard Identification and Task Based Risk Assessment (HITRA) Training for all Heritage Employees and Contractors Onboarding and Training of Safety Champions Develop and Roll Out Safety Climate Survey Enhanced Implementation of the BehaviourBased Safety Observation Programme Sharing of Lessons Learned Implement and enforce the Intervention Programme Collaboration between HSSE Committees and Safety Culture Steering Committee Develop, implement and enforce a Housekeeping Programme Enhanced Leadership Tours Develop and Implement a Reward and Recognition Programme

This roadmap was rolled out to Heritage’s Leadership over the past few months and was widely accepted.

Once the team received buy-in from the Leadership, planning continued for the implementation of key roadmap activities.

To date, the Team has achieved the following critical milestones: •

Communication of the Heritage Safety Culture Transformation Roadmap: Contractor Engagement Sessions

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Four in-person sessions were held with over 100 contractor companies at Pointe-aPierre Club Ballroom on May 24th & 25th 2022 Soft Launch of Safety Climate Survey Attendees at the contractor sessions were engaged to participate in the survey Engagement of Heritage’s Safety Champions Safety Champions were nominated by managers and leaders from throughout the organisation. These Safety Champions would play a critical role in assisting the team in the implementation and monitoring of the roadmap activities.

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Importance of safety culture and why it's a priority

rewarded and recognised would get us to a point of safety excellence and goal zero.

Operating in a safe manner is not achieved through luck and chance. It is achieved through strategic planning, risk reduction and self-verification, which involves legislative and operational requirements as well as the safety culture of the organisation.

What employees can look forward to

Safety Culture evolves through the safety climate of the organisation, which includes the 4Cs, namely Commitment, Caring, Cooperation and Coaching embedded in an environment of trust between Leadership and the general workforce.

The Safety Culture at Heritage can have a significant impact on the way in which work is conducted within our operations. A positive safety culture, with buyin by all stakeholders, including employees, would result in persons conducting work where personal responsibility is taken for personal safety and that of others, even when no one is looking. An adverse event can have disastrous effects on an organisation especially so for Heritage. It would impact our ability to contribute financially to the GDP of T&T, adversely impact employee morale, impair our international reputation and corporate image as well as adversely impact the perceptions of our business partners and investors. A positive safety culture that is nurtured,

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Following what has already been achieved, the immediate plans for the Team include the following: • Official Launch of the Safety Climate Survey The survey is to be launched to all Heritage and Contractor personnel who conduct work within Heritage’s operations – Coming Soon!

• Additional Heritage Safety Culture Transformation sessions: Heritage personnel Utilise a similar model and format to that used for the contractor in-person session to engage with specific Heritage groups, such as middle management, HSSE and operations • Onboarding of the Safety Champions • Marketing and visibility of the Safety Culture initiative • Commencement and continuation of relevant training • Greater collaboration with all stakeholders especially the contractor personnel who can impact our HSSE performance and our Safety Excellence journey

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Vishwahnath Ramnath

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Hi.

I am Vishwahnath Ramnath, the Drilling Lead in the Drilling BU – Land, based in Santa Flora.

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I currently lead a team of drilling engineers, service contractors and rig contractors in delivery on land (FDP) which is scoped to drill 10 wells for 2022. I also integrate with other supporting functions including SCM, HSSE, Area Production Units and Logistics in the delivery of newly drilled wells. I am honoured to say I met some fantastic and motivated folks thus far in Heritage.

Drilling operations has been my core experience for the last 25 years. I appreciate the opportunity to bring a new perspective and motivation to the land Drilling BU. I am gratefully supported by the leadership and have a real passion for making the land Drilling BU a trendsetter in drilling and delivery of new wells safely. I am excited about the future of drilling in Heritage and look forward to adding value wherever possible.

Outside of work, I am a dad, a farmer and a traveler, and I aspire to be a motivator to young people.

I have many cherished relationships with family, friends and colleagues for which I am grateful. I have a keen interest in climate change and hope to be a part of the revolution for a green environment.

I enjoyed a year of retirement during the pandemic, spending time catching up with my family and hobbies. I improved my cooking skills and picked up a few new skills.

I believe one of my strengths is motivating folks to deliver their best. I enjoy networking and having a good lime. I aspire to make a difference in Heritage with my passion for success.

I developed a real passion for seeing things grow over the years. Over the last 10 years, I have personally planted over 10,000 trees on my estate. I practice organic farming to preserve the natural state of the environment. I enjoy the tranquility of the lush flora.

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Sp light on the Commun y

Point Fortin

In this issue of the DrillDown, we take a look at the Borough of Point Fortin, known as the capital of the nation’s oil industry.

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The borough is nestled in the southwestern part of Trinidad, with a population of 29, 579, and lies 32km southwest of San Fernando. This community is home to many of our company’s assets and has made significant contributions, along with its human capital, to the oil and gas industry. Having celebrated its 42nd anniversary celebrations in May 2022, Point Fortin is filled with talented people, picturesque landscapes, and varying treasures.

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The most successful estate was the La Fortunee estate and it was named after the French planter Monsieur Fortay, who came to Trinidad under the cedula of population in 1783. The headland part of Fortay’s grant was named Punta del Guapo after the river Rio Guapo, meaning beautiful or majestic river by the earlier Spanish settlers. During the slavery period, these estates were known for producing sugarcane and the development of a fine sheltered harbour exporting the sugarcane crop.

Punta del Guapo was eventually changed to Pointe Fortay and later the entire La Fortunee estate became renowned as Pointe Fortay. Fortay was pronounced then as Fortin with the prevalence of English speakers with the strong British influence. The 'e' was dropped at the end of Pointe and Fortay became Fortin. The name Guapo is a reminder of the Spanish colonial past and became a single community name which once referred to the entire area. These communities have evolved through the years with the first discovery of oil on the La Fortunee estates, which replaced agriculture in the area by geologist Arthur Beeby Thompson and team in the 1900’s. Subsequently, after hacking their way through dense vegetation, as travel in and out of Point Fortin was by coastal steamers since there was no road into or out of the area, the discovery of many large oil deposits led to the beginning of drilling and

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POINT FORTIN IS REFERRED TO AS THE 'PREFERRED PLACE TO LIVE, WORK, INVEST AND RECREATE.

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The Point Fortin we know today is the result of three (3) distinct cocoa and coconut estates: La Fortunee – situated west, Clifton Hill – situated east and Adventure – between the two. As stated by a historian, this entire area was once named Guapo.

its success created the “Oil Town” in 1906 known as Point Fortin today. As a major oil-producing centre, the town grew with the oil industry between the 1940s and 1980s, culminating in its elevation to borough status in 1980.

The community spans 12 distinct sub-divisions filled with warm and welcoming people who are proud Point Fortin Proper, Cap-De-Ville, Clifton Hill, Cochrane, Egypt Village, Fanny Village, Hollywood, Gonzales, New Lands, New Village and Point Ligoure residents, each supporting the culture unique to its town with a strong Grenadian connection due to labour shortages in the oil field back in the 1920’s.

Point Fortin is referred to as the 'preferred place to live, work, invest and recreate', Point Fortin exudes positivity with a strong sense of community spirit and togetherness. Its residents have represented with distinction at various national and international levels with world-class athletes in the field of sports such

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as Doyle Griffith, Warren Archibald, Leroy De Leon, Steve David, Victor O’Garro, Jereem Richards and Machel Cedenio. Representing the entertainment industry, 'Super Blue' (Austin Lyons), 'The Mighty Duke' (Kelvin Pope), Fayann Lyons-Alvarez, Terri Lyons, Neil Iwer George. Cyril Rogers, the longest serving Member of Parliament; the longest serving mayor, Francis Bertrand; John Cupid, cultural ambassador; and famous sculptor, Samuel Waldron, who passed away in 2014 where his memory is evident through his work 'The Butler Statue' in Fyzabad, are a few of the prominent residents.

Coined as 'The Town That Oil Built', many historians have left an impeccable legacy on this community.

The likes of Tubal Uriah 'Buzz' Butler, a Guapo resident, was very instrumental, he was the driving force behind the formation of the labour movement, thus launching the beginning of the labour protest of 1937.

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HERITAGE IS COMMITTED TO ONGOING PARTNERSHIP WITH THE BOROUGH’S STAKEHOLDERS AND CONTRIBUTING TO THE ONGOING DEVELOPMENT OF THIS COMMUNITY.

The investments made by companies throughout the years such as Trinidad Oilfields, United British Oilfields of Trinidad Limited (UBOT)/Shell Trinidad Ltd., Texaco and Tesoro, Petrotrin and Atlantic LNG, have helped make Point Fortin the preferred place to live. However, there is so much more to achieve.

Heritage is committed to its ongoing partnership with the borough’s stakeholders and contributing to the development of this community. In the fight against COVID-19, Heritage partnered with the South-west Regional Health Authority (SWRHA) with the preparation and handover of one of its medical facilities in Point Fortin and assisted with several of the SWRHA’s vaccination drives in the community.

Additionally, Heritage and its employees donated hundreds of food hampers, toys and seedlings to buffer the social and economic impact of COVID-19 in the community. In May, the company was proud to contribute towards Point Fortin’s annual Borough Day celebrations. Given our commitment to partner for the sustainable development of our communities, Heritage sponsored the Business Market and the Health and Wellness Fair, which represented two important initiatives to commemorate the anniversary.

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Heritage honours the community of Point Fortin, which continues to be resilient and steadfast in its activities for upward mobility. Indeed, let us cherish the rich history, deeply rooted in each pipeline situated throughout the borough, which has filled countless barrels, fuelled dour operations and helped shaped our economy.

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In this issue of the DrillDown, we share recipes from the Land Business Unit’s (LBU) Chefs Chauds who placed 2nd in the LBU’s Healthy Bubble virtual cooking competition. The team comprised Rudra Narase (Captain), Kerron Antoine and Carlos Ramnarinesingh. They share with us a threecourse meal to celebrate Christmas in July. Enjoy!

Share your favourite recipes with us at Heritage Cooks!

Send recipes along with photos of your creations to publication@heritage-tt.com.

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Did you know that effective June 24th 2022, the company has contracted with a new Employee Assistance Programme (EAP) service provider – PEAPSL Consultancy Limited.

PEAPSL Consultancy Limited has been providing EAP, training and other related services for over 20 years.

The PEAPSL team are professionally trained, certified and qualified in the areas of clinical & medical social work, industrial, clinical and child psychology, financial counselling and planning, play therapy and marital & family therapy. PEAPSL’S mediators are trained in civil, family and divorce matters and their cadre includes persons who are Certified Employee Assistance Professionals (CEAPS).

Please see below for more information on the EAP services that PEAPSL will be providing to us and theirl contact information.

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Mental health includes emotional, psychological, and social well-being. It affects how we think, feel, act, make choices, and relate to others.

Mental health is more than the absence of a mental illness – it’s essential to your overall health and quality of life.

Self-care can play a role in maintaining your mental health. However, in today’s fast-paced world, we usually do not prioritise self-care. Take a look at some self-care tips, which can go a long way towards improving your overall mental health and quality of life.

Self-care means taking the time to do things that help you live well and improve both your physical health and mental health. When it comes to your mental health, self-care can help you manage stress, lower your risk of illness, and increase your energy. Even small acts of self-care in your daily life can have a big impact.

Self-care looks different for everyone, and it is important to find what you need and enjoy. It may take trial and error to discover what works best for you. In addition, although self-care is not a cure for mental illnesses, understanding what causes or triggers your mild symptoms and what coping techniques work for you can help you manage your mental health.

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HERITAGE HERITAG GE H HAS AS

AUGUST 30, 2022 via Microsoft Teams Registration period - August 05 to 12 Individual and group categories Lots of cool prizes to be won

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