As FY24 ends, we reflect on the goals we set and our performance in achieving them, individually and corporately. Our industry demands safety, efficiency, and innovation, and to meet these demands, we must ensure that every team member is equipped, motivated and aligned. As we continue to navigate the challenges and opportunities in the oil and gas industry, it’s imperative that we maintain a sharp focus on our performance.
At Heritage our Performance Management process aims to foster a culture of continuous improvement. It’s about setting clear expectations, providing regular feedback, and recognising the contributions that drive our success. By focusing on these areas along with our Core Values defining our behaviour, we can enhance productivity, reduce operational risks, and unlock new opportunities for growth.
I encourage each of you to engage actively in this process and take ownership of our performance. Identify both the success and challenges for the year and learn from the process to help drive even better performance in the future, raising the bar on what and how we can achieve together.
CEO'S MESSAGE
ERIK KESKULA
As we prepare to jump into FY25, challenge yourself and set high expectations for yourself and your teams. Set SMART goals that will drive productivity and success. Goal setting is critical in our high-impact organisation and requires your thoughtful input and alignment for our shared goals. Again, do not forget our Core Values. In the coming weeks we will hold our Kick-off Townhall, and we look forward to providing an update on our strategic plan and 2025 goals.
I take this opportunity to thank you all for your commitment and dedication throughout the year. Your performance continues to position Heritage as a significant contributor to our economy. Remember that we have been given the privilege to be stewards of Trinidad and Tobago’s precious resources and future sustainability. It is through our performance together, that we can succeed and remain a beacon of pride for Trinidad and Tobago.
One Team, One Journey, One Goal.
Note from the Editor-in-Chief
In this last issue of FY 23/24, as Year-End Reviews are underway, the Human Resources BU guides us through the important role Performance Management plays in our corporate culture. We also take the time to check in with the different areas of the Subsurface Business Unit, while getting to know our Subsurface BU Leader a little better.
The 2024 INSPIRE Awards are only a few months away and we’re highlighting some changes that have been made to improve the process and overall experience. We take you through some of the things you need to know as the nomination period begins.
As always, we feature two of our colleagues in this issue, appreciating their uniqueness in our “One Team. One Journey. One Goal” culture.
We hope you enjoy this issue, and we welcome your contributions in telling our Heritage story. Feel free to reach out to us at corpcomm@heritage-tt.com with ideas on what can be shared in upcoming issues.
with Richard Jebodhsingh
This article features leaders and senior managers answering five questions. This is intended to give employees a better understanding of our leaders.
1. How would you describe your experience as Subsurface Leader thus far?
My experience as Subsurface Leader has been very rewarding from both a team and personal perspective. While we have had some challenges, I have also seen the team deliver some very good work programmes and base management activities, and that is something we can all be very proud of.
Personally, I have been exposed to stakeholder engagements at all levels of the organisation, which have allowed me to learn from their feedback and perspectives, and build credibility for Subsurface while managing expectations.
2. How do you keep your team motivated and foster an attitude of “One Team, One Journey”?
This is something I am really focused on. When I think of this, care comes to mind, and showing that I am not only vested in the work of the team, but also in the wellbeing of every single member as a person. Simple things such as giving prompt feedback, improving the work environment, recognising employees, team builders etc., go a long way. They build trust and with trust, you can achieve so much. We are on a journey, and we must remember that our team is made up of people from different companies and new hires, so we have to build a Heritage “One Team” culture.
3. What has been your biggest challenge here at Heritage?
I think my biggest challenge was accepting that as a new company, there are persons with varying levels of experience and there would be a learning curve for everyone. Our operations are pretty unique, especially onshore, and having had 15 years’ experience with the predecessor company, I was at times impatient. In hindsight, I recognise that Heritage has been successful because of the collective input of everyone, whether it be those who brought institutional knowledge or those who brought a new way of doing things; we are all contributing.
4. What is the most innovative project that you have been involved in over the course of your career?
In 2016, I worked as part of a team to drill a shallow horizontal well for one of our active steamfloods. The well became known as FR 1770L and is the longest horizontal well successfully drilled onshore in Trinidad. FR 1770L was drilled with a lateral section of 813’ and achieved a 100 percent net/gross ratio while navigating a 50’ thick sand. The drilling of the well utilised what was, at that time, best-in-class reservoir navigation services, including distance to bed (D2B) calculations. FR 1770L produced in excess of 250 barrels of oil per day after cyclic steam stimulation.
5. How do you relax and unwind outside of work?
Things have really changed for me because of COVID. Previously, I would have spent a lot of my off-time playing just about any sport, fishing, travelling or cooking. Post-COVID, things just never went back to [being] the same. Any opportunity that comes up though, my bags are packed.
The Importance of Performance Management
Managing performance is what people leaders like supervisors and managers do – and performance management helps them do it as a natural, everyday process.
As a concept and practice, performance management emerged near the end of the 20th century, when some of us would remember management by objectives, merit ratings, and performance appraisals. Performance management has evolved to include the objective review of performance results, a structured process to address performance gaps (including performance improvement plans), and the development of employees on a continuous basis.
The focus of performance management has been, is and will always be on people. It is about the what (performance goals) and the how (behavioural competencies) of individual employees and teams. Those of us responsible for managing others are required to continuously focus on the performance of our people through coaching, counselling, guiding, training, developing, motivating, and having difficult conversations.
Based on this, we can define performance management as “the continuous process of identifying, measuring and developing employees’ and teams’ performance, aligning their performance with the organisation’s strategic goals, providing performance feedback, and determining training and development needs.”
Fundamentally, therefore:
• Organisational performance is an aggregate of individual performance.
• Performance management is a process with a shared understanding about what is to be achieved and how the achievement will occur.
• It is also an approach to managing employees that increases the probability of attaining success.
In this context, employees should have a clear and common understanding of what defines performance and success in their job; this means that performance
goals need to be clearly defined and established in agreement with employees. This, in turn, will allow for people to know and own what they are working towards, and to understand how to accomplish their goal successfully.
Performance management enhances employee engagement by giving a bigger meaning to the work that people do. A great example of this is our “One Team, One Journey, One Goal” slogan: by ensuring that there was a clear line of sight and connection of individual goals –and those of each department – with the broader vision of our organisation, this inspirational credo was created, and continues to guide everything we do.
At Heritage Petroleum, our performance management practice is articulated in the company’s performance management policy. Its purpose is to build and sustain a high-performance work environment through the continuous management and measurement of employees’ performance against goals, targets and behavioural competencies that are aligned to the company’s strategic plan and core values.
Our performance management system is therefore designed to:
• Align job responsibilities, standards and behaviours (as outlined in the company’s approved job description) with Heritage’s performance goals and core values.
• Support the development of clear, consistent and measurable individual goals that are directly linked to organisational goals and core values.
• Evaluate performance results against organisational and individual goals.
• Promote ongoing two-way communication between leaders/managers/supervisors and their direct reports.
• Identify training and development needs to enhance competencies and support career development.
• Establish transparent criteria for rewarding performance.
The system is managed within three stages that culminate in an annual performance review:
• Performance Planning – Discussing, agreeing on and documenting employees’ goals, which should be in alignment with the company’s performance goals for the respective fiscal year.
• Mid-Year Review – Assessing goals and behavioural competencies (core values), outlining any obstacles that impede the achievement of those goals and competencies, offering required
support, opportunities for improvement, and approaches though which success can be achieved and/or sustained. Though not scored, this is a formal evaluation.
• Annual Year-End Review – Evaluating the performance and behavioural competencies using the company’s 1–5 rating scale, anchored by the relative descriptors. Integral parts of this review stage are the peer review and calibration processes, which are conducted prior to the finalisation and communication of scores.
For this fiscal’s year-end review process, here is a reminder of the important dates:
Year-End Review preparations
Compiling supporting documents/information on performance outputs and goal plan, and updating CPM August 5-30 Completion of
Please note: For the performance planning period for the new fiscal (2024/2025), all employees must have their goals entered in SuccessFactors by November 30.
Effective performance management is about coaching, guiding, appraising, motivating and rewarding employees, to help unleash their potential and improve organisational performance. Where it works well, it is built on excellent people leadership of the process, and effective coaching relationships between supervisors and managers and their teams.
Digging Deeper with the Subsurface BU
The Subsurface Business Unit at Heritage provides the technical foundation upon which our exploration and production strategies are built. Delivery of these strategies requires collaboration with all other Business Units to ensure that we maximize economic recovery of hydrocarbons from our reservoirs, while minimizing risk and environmental impact.
Onshore/Offshore Base Management/Heavy Workovers
Critical to the long-term viability of Heritage is the protection of our base oil production. The Petroleum Engineering Team (onshore and offshore) works collaboratively with the Drilling & Workovers, Engineering and Production Operations teams, to deliver well optimization, rate restoration and expense type workover activities, that have maintained onshore annual base oil decline at 5-6% and offshore annual base oil decline at 7-9%. These rates compare favourably with industry benchmarks. For FY 2025, the team will continue to ensure a systematic and collaborative approach is followed, to economically produce hydrocarbons from the reservoir to the well head in a safe manner.
The Petroleum Engineering Team is also tasked with delivering new oil opportunities for the heavy workover programmes. These recompletion and capital reactivation opportunities go through a rigorous stage gate process that includes Subsurface, Drilling and Workovers, Engineering and Production Operations, before execution. For FY 2024, ten (10) jobs were executed offshore. Among the successes was S-685 recompletion that realized a gain of 90 bopd. Twelve (12) jobs are planned for FY 2025. Onshore, six (6) jobs will be executed by the end of FY 2024, with five (5) planned for FY 2025. As a further step to improve the hopper of candidates, an Offshore Inactive Wells Study will be progressed during FY 2025.
Onshore/Offshore Forward Drilling Program (FDP)
The FDP hopper generation workflow involves deep integration between multiple subsurface disciplines viz Geoscientists, Petrophysicists, Petroleum and Reservoir Engineers. The team members collaborate and analyze geological, geophysical, petrophysical, fluid, production and pressure data to identify potential hydrocarbon reservoirs. We assess the viability of these prospects by estimating production rates and recoverable volumes and conducting economic and risk analysis, to prioritize the most promising opportunities for drilling.
In November 2022, the first offshore well drilled by Heritage was put on production. S-933 was completed in Cruse Sands and had a peak test rate in excess of 600 bopd. Five (5) other wells were drilled and completed in the East Field as part of this Phase-I FDP Programme. The most prolific of these wells are S-934X and S-938 which tested 955 bopd and 615 bopd respectively. All together, these six wells have added ca 2,300 bopd to the offshore production.
In FY 2024, a total of eight (8) wells were technically reviewed and progressed through the Subsurface Stage Gate 1 (SG1). Four (4) of these are in the East Soldado Field, and four (4) are in the West Soldado Field.
Rig 110 has commenced drilling S-939, the first well in East Field Phase-II FDP Programme. The wells have been designed to add new oil production and to
penetrate the Cruse reservoirs in areas within the field that have not been drilled previously. In some cases, the deeper Cruse C and D Sands will also be appraised. If these sands are encountered, hydrocarbon-bearing and productive, further development wells will be drilled in the future.
In the West Soldado Field, four (4) Upper Cruse development wells have been identified and proposed for the FDP. One (1) of these will also appraise the deeper stacked reservoirs at the Intra and Lower Cruse levels. As with the East Field campaign, these wells are positioned to penetrate the Cruse Sands in under-exploited areas within the field; the results from this drilling campaign will inform further outstep drilling.
Onshore, five (5) wells were technically reviewed and progressed through SG1. Four (4) of these wells were successfully drilled and completed, with the fifth well being suspended, to be redrilled as part of the FY 2025 FDP Programme. The total actual initial production for the four (4) wells on production is 207 bopd vs an expected initial production rate of 165 bopd.
For FY 2025, the team will be focusing on drilling opportunities in the Barrackpore Field, where higher initial production rates are expected. Six (6) wells have already passed SG1. We also expect to drill five (5) infill wells in our core acreage. With the recent vesting of the Preau Block to Heritage, the team is also actively working to spud the first exploration well in FY 2025.
Digging Deeper with the Subsurface Business Unit (continued)
Improved Oil Recovery (IOR)
Improved Oil Recovery (IOR) accounts for approximately 2,200 bopd or ~22% of Heritage’s Onshore oil production. IOR refers to methods that are used to increase oil production and recovery factors beyond primary drive mechanisms. Heritage and its predecessor company have been successfully utilizing IOR techniques for over fifty (50) years.
Currently, there are two (2) active waterflood and two (2) active steamflood projects. In FY 2024, the Engineering Team began works to rehabilitate the Cruse E, North Palo Seco (NPS) and Central Los Bajos (CLB) Steamfloods. The Cruse E Steamflood is
expected to be back online in September 2024 and will be followed by the NPS and CLB Steamfloods in FY 2025. Restart of these floods should realize an incremental production gain of 500 bopd by FY 2027.
The team is actively looking at opportunities for implementing new IOR projects. In FY 2025, we will begin assessing the potential of the FR 1694 Forest Sands for a new steamflood project. We are also considering the application of polymer flooding and carbon dioxide flooding. Heritage subsurface personnel form part of the working team, for the Carbon Capture and Carbon Dioxide Enhanced Oil Recovery Steering Committee.
Reserves and Resources
“Reserves” are defined as the economic quantities of oil and gas expected to be produced from a given date forward from a given geographic area (field) and geologic/reservoir intervals. Reserves has three main categories: Proved (P1), Probable (P2) and Possible (P3). For Heritage, reserves are crucial for their economic value, supporting operational planning and investment decisions, strategic advantage, and energy security.
The Reserves Team has the responsibility of quantifying and estimating Heritage Reserves across its Offshore and Onshore assets. These evaluations are done yearly in accordance with the Society of Petroleum Engineers (SPE) Petroleum Resources Management System (PRMS) standards and are assured by Heritage’s external reserves auditors. The
annual Reserves report also includes Heritage’s share of reserves and resources from its Joint Venture assets.
The team’s primary goal is to consistently grow Heritage’s Reserves base by progressing Resources (both Contingent and Prospective) into reserves and replacing reserves that are produced during the previous fiscal year. This is done by reducing base production decline, executing drilling and other capital work programmes, and implementing IOR projects.
In terms of benchmarking our performance against similar type companies that operate mature assets, Heritage has averaged a reserves replacement ratio of 92% over the past three (3) years. That is, we have replaced 92% of the produced reserves each year. The industry benchmark is 70-80%
Digging Deeper with the Subsurface Business Unit (continued)
Seismic Imaging and Rock Properties
Heritage is among the first in the industry to successfully implement Multi-Parameter Full Wave Form Imaging (MPFWI) seismic technology. In November 2021, the Seismic Imaging Team embarked on an exercise to maximize the potential of our seismic data by applying the industry’s best available seismic reprocessing technology to both our land and offshore seismic datasets.
For Heritage’s onshore dataset, the team applied technical limit depth imaging to 422 line-km of 2D 1990 vintage seismic as well as to the NWD3D and Central Block 3D surveys (a total of 510 km2). The offshore acreage is covered by seven (7) vintage 3D seismic surveys which have also been reprocessed and merged with five (5) selected surveys which accounts for 740km2 seismic data coverage.
Unlike our land seismic surveys, which are of limited quality, some of our better quality offshore seismic surveys have allowed us to go beyond conventional depth imaging techniques and employ the industry’s most advanced MPFWI technology, which only became available in late 2023.
So far, MPFWI has been able to image deeper geological structures which may lead to new plays and prospects that would never have been seen or defined via conventional imaging techniques. We have applied MPFWI as a first pass to the larger offshore area and are now in the process of further refining the imaging quality through follow up MPFWI projects in FY 2024 and FY 2025.
The Rock Properties Team plays a critical role in our prospect generation workflow, as they help us understand the properties of our reservoirs and the volumes of hydrocarbons that may be in place. They also provide real time well operations support for our onshore and offshore drilling programmes, that allows us to track the progress of the wells versus what was initially prognosed.
The team has also made substantial contribution to academia by jointly presenting a paper titled, “Production Optimization of Mature Reservoirs Through Analysis of Thin Bedded Pay: A Case Example from Offshore West Coast Trinidad”, at the American Association of Petroleum Geologists (AAPG) Conference in Suriname this year.
Subsurface Data and Data Management
The Subsurface Data and Data Management Team stewards all physical and electronic technical data and records of the Subsurface BU. The team’s mission is to advance the enterprise view that subsurface data is an asset for our present operations and for the entire life of our business.
Timely data management support allows the subsurface team to advance technical work and deliver on our work programmes. The team also supports requests by external stakeholders, including our regulatory agencies and third-party operators.
In FY 2024, the team made significant headway with consolidating our physical data and records. Over
one (1) million fragile records were relocated to an interim storage location in Forest Reserve. In addition, the team has progress plans to rationalize our core and cuttings inventory. For FY 2025, the focus will be on completing these projects and progressing the establishment of our data centre.
The team also recognizes the way that data digitalization is changing the face of subsurface data, by preserving its value, modernising it and transforming it for use by software, online solutions and artificial intelligence. Discussions have already commenced for a pilot project to be undertaken in FY 2025. Once this proves successful, a full-scale project will be phased according to our current and planned field development strategies.
Applications, Solutions and Toolkit Support
The Applications, Solutions and Toolkit Support Team supports persons internal to the Subsurface BU, departments from other BUs and even stakeholders external to Heritage. Over this fiscal period, notable strides were made towards transitioning to ArcGIS Online. The team posted its first map to ArcGIS Online for an upcoming initiative by Corporate Security. In this first instance, ArcGIS Online will be utilized for security incident management but in future dispensations, it will also be used for tracking company vehicles.
With the Forward Drilling Programme (FDP) always at the forefront of the operations, the team has made significant inroads to configure a live link to the rig. This allows directional and log data to be quickly updated for analysis by Geoscientists and Engineers,
reducing the turnaround time for decision-making during drilling.
As the team tries to gain more insight on efficiency from a technologically evolving world, other initiatives in the coming years will see the introduction of data federation tools (DSIS). This will improve knowledge management and analytics and artificial intelligence (AI) with machine learning (ML), for data extraction from unstructured data sources. The design and implementation of a Collaboration Centre with appropriate technologies for Collaborative Well Planning, is also already being explored. Initiatives surrounding the team’s objectives are continually reviewed to maintain alignment with Subsurface and the company’s strategic direction.
Shaping Our HEROES – The 2024 HERO LED Camp
The Heritage HERO LED Camp is the leadership empowerment and development component of the Heritage’s HERO Scholarship Programme. The camp lends to the holistic development of enrolled HERO students outside of traditional academia, preparing them for real-world experiences.
The 2024 camp took place in August, with 20 HERO students. During the camp's opening, Corporate Communications Manager Arlene Gorin-George welcomed the students, highlighting that they had earned this opportunity. She also reminded them that as HERO scholars, they play an important role as beacons and role models for other children in their community, proving that excellence is attainable.
Heritage CEO Erik Keskula also visited the camp on opening day, engaging with students and answering their questions about his role in the company and Heritage's broader impact.
During the camp, students participated in workshops, lectures, field trips and other activities aimed at enhancing their leadership skills.
1. HERO Student Jehvanny Alfred
2. CEO Erik Keskula addresses the students
3. CEO Erik Keskula and students on the opening day of the 2024 HERO LED Camp
4. CEO Erik Keskula takes a question from one of the HERO students
5. HERO LED Camp 2024 site visit to the Red House
6. Communications Manager Arlene Gorin-George addresses the students
7. HERO students at the Red House
Sustaining Our Future with New HEROES
A new cohort of students was inducted into Heritage Education Resource Opportunity (HERO) programme on August 2. Cyrea Cottoy of Erin Road Presbyterian School, Derrell Latchman of Santa Flora Government Primary, and Faith Cooper of Guayaguayare R.C. School will join the twenty other past recipients of HERO scholarships.
“At Heritage, we hold dear our mantra of ‘Sustaining our present; powering our future’ through nation-building, building community capacity and empowering our future leaders, we support the HEROES of our tomorrow and will continue to invest in our people, our most valuable resource, as we secure our future.”
- Heritage CEO, Erik Keskula.
Each recipient of a HERO scholarship receives a total of TTD 100,000.00 to help cover educational expenses, from Form 1 up to attaining a Bachelor’s degree. At the end of each academic year, students must demonstrate continued high academic performance and exemplary behaviour.
Heritage Board Member and Director Vincent Bartholomew, CEO Erik Keskula, and Communications Manager Arlene Gorin-George with the 2024 HERO inductees.
2024 HERO Programme Inductees Derrell Latchman of Santa Flora Government Primary, Faith Cooper of Guayaguayare R.C. School, and Cyrea Cottoy of Erin Road Presbyterian School.
Heritage Awarded National Service
On July 30th 2024 Heritage was recognized by the Ministry of Youth Development and National Service (MYDNS), for contributing towards building and promoting National Service in Trinidad & Tobago
Present to collect the award on behalf of the company, was Heritage Deputy Chairman, Reynold Ajodhasingh.
Heritage is proud to be recognized in this regard as the Ministry’s vision, aligns with the company’s Empowering Future Leaders ESG pillar.
Heritage has partnered with MYDNS on several initiatives, including the recently constituted Industrial Mechanical Apprenticeship Programme (IMAP), which is being conducted at Heritage's Industrial Complex Machine Shop in Santa Flora.
The company has also been a sponsor of prizes for the Ministry’s annual National Youth Awards
Sustaining our present Powering our future
Spotlight EMPLOYEE
Jeewan Babooram
fortunate to work with throughout the organisation. When he’s not hard at work, you can find Jeewan outdoors hoping to secure a “good catch”. “I consider myself a fisherman,” he said, “having visited many shorelines throughout Trinidad.” He is also passionate about cooking and loves making local dishes for people to enjoy.
EMPLOYEE
Spotlight
CHRISTY RUBEN
Occupational Health Department
In her current role as the Occupational Health Nurse attached to the HSE Business Unit, Christy responds to emergencies – be they illness or injury – with the support of the CCMER team, manages such cases until health is restored, and promotes overall good health and wellness.
“My job involves providing guidance and advocating for changes in the best interest of staff members, and I enjoy performing that role,” she shared. Christy has been a member of the Heritage team for just over two years, and greatly appreciates the atmosphere of belonging that she has found here. “There’s a space for everyone to function in their personal uniqueness, and yet there’s [unity]”.
When she’s not at work, Christy enjoys spending her time singing, swimming, public speaking, and reading.
“Once I leave work, I’m probably heading to church or gearing up for a night run with my children or an hour’s swim,” she said. On the weekends, she divides her time between church and speaking at conferences or group meetings for worthwhile causes.
Something unique about Christy is that she has a keen interest in tiaras: “I think they are fun and so I collect them, not forgetting to wear them as often as I can.” Perhaps her favourite things to do, though, is settling down with a great book for some leisurely reading. One title that’s been on her reading list this year is “Principles”, the #1 New York Times Best Seller by Ray Dalio.
Describing herself as ambitious, resilient and methodical, Christy noted that her biggest accomplishment has been dedicating her life to Christ, and using that doctrine to make a positive impact in her community.
with KELIEON PERSAD
Gillabat Rice
Prep time: 30 mins.
Cook time: 45 mins.
Total time: 1 hr. 15 mins.
Serves 10-15 people
Ingredients
3 cups washed, white rice
4 cups water (may need to add more)
· 3 tbsp minced garlic
2 onions, finely chopped
1 hot pepper, chopped
6 pimento peppers, chopped
1 sprig of chive, chopped
1 cup pumpkin, chopped
1/2 cup carrots, chopped
10 young ochroes, chopped
· 2 cups spinach leaves, chopped
1/4 cup celery, chopped
1/4 cup chadon beni, chopped
· 1/4 tsp black pepper
4 tbsp margarine
1 pack coconut milk
4 seasoning cubes and/or garlic and onion
2 tbsp salt (or to taste)
Black pepper, to taste
Instructions
Put water to boil in suitably sized rice pot, filled halfway
· Wash the rice, then add to boiling water
Add the pimentos, onion, garlic, hot pepper, pumpkin, carrots and ochroes
Mix in salt and black pepper
Add chive, celery, chadon beni, spinach, coconut milk, garlic and onion (if you opt to use seasoning cubes, crush them before adding)
Mix and cover pot
Allow to cook until the rice starts to show
Add margarine and mix well
· Allow rice to continue cooking; mix intermittently on lower heat to avoid sticking
Add water and/or salt as needed
Remove from heat and allow to cool
Curry Duck
Prep time: 45 mins.
Cook time: 1 hr.
Total time: 1hr. 45 mins.
Serves 10-15 people
Ingredients
1 x 8 lb. duck, roasted
3 tbsp duck and goat curry
4 tbsp Madras curry
20 methi seeds
2 medium onions, chopped (put 1 aside)
4 tbsp garlic, minced (put 2 aside)
2 cups chadon beni, coarsely chopped
· 1 cup chive, chopped
1 cup celery, chopped
5 pimento peppers, chopped (put half aside)
2 tbsp salt
1 tbsp all-purpose seasoning salt
1 tbsp roasted ground geera/cumin (optional)
1 hot pepper, chopped (to taste)
1 pack coconut milk powder
Water
For the chunkay:
4 tbsp cooking oil (whichever type you prefer)
Garlic, onion and pimento (the portions that were put aside)
· Curry powder (I use the Cariherb brand)
1 tsp whole geera/cumin (optional)
20 methi seeds
1/4 cup water
Method
Preparing and seasoning the duck
· Wash and cut up duck into small pieces, according to your preference. Clean the meat by removing any thick fat and feather remnants, but leave most of the roasted skin on, since this leads to a richer flavour in your curry sauce. Season the duck with the garlic, onions, chadon beni, chive, celery, pimentos, seasoning salt, salt, and the hot pepper. (Remember to put aside some of the seasoning, as above).
Chunkaying the duck
Mix the curry, remaining garlic, onions and pimentos in a bowl and set aside. At a river lime, this is best done on firewood, but you can also use a stove. Place the pot on the stove, add the oil and allow to heat up.
· When hot, add the methi seeds; allow to darken to a rich brown colour, but do not let them get black!
Once the seeds have darkened, add the mixture of curry to the oil together with the 1/4 cup of water and stir constantly; you can always add more water to your liking.
Keep stirring until the mixture looks grainy. Add the seasoned duck and keep turning until it is coated.
Add the coconut milk powder and continue mixing.
Cover the pot and allow the water to render.
Boojaying the duck
Keep turning the duck at 5-10 minute intervals.
Once the water has dried up, put the flame on low and continue turning the duck every 5 mins. – this is the start of the boojaying step.
When it starts sticking (not burning!), turn it while scraping up all the good stuff that gets stuck to the pot.
· Keep doing this for about 15-20 mins., or until it begins to stick to the bottom of the pot in such a way that you are hearing a frying sound and need to apply more strength in order to scrape the bottom of the pot.
At this point, it is ready for more water to be added; add enough to cover all the meat.
Put the heat on medium and let the pot simmer until the sauce has thickened, becoming about half of what it was or even less, depending on your preference. Add salt to taste and adjust as you like, until you are sure that the meat is fully cooked.
Remove from heat and allow to cool.
Awards 2024
WHAT YOU NEED TO KNOW! Changes to the INSPIRE Award Process
We’re removing the verifier role and placing accountability for approval back with the BU Leader, which will simplify and shorten the process cycle time. 2 3 1 4 5
Look out for an automated nomination and adjudication process.
HR will become involved earlier in process (after the BU Leader’s nomination submission), cross check whether nominees meet eligibility criteria, and provide input on PA achievement for scoring.
In alignment with “One Team, One Journey, One Goal”, there will now be nine categories of team awards, including INSPIRE Team of the Year –Operations and INSPIRE Team of the Year – Corporate.
Judging criteria for the adjudication process will be based on: Relevance (values), Impact (operational, reputational, financial, organisational), and Achievement. In alignment with the spirit of the INSPIRE Awards, Relevance will have the highest weighting.
RELEVANCE: Refers to demonstration of the INSPIRE values descriptors.
IMPACT: Operational – Refers to improved process efficiencies or safety initiatives that were, to varying degrees, adopted across the business or across the industry.
Reputational – Refers to positive stakeholder engagement or other actions that have, to varying degrees, redounded to HPCL’s reputational benefit.
Financial Impact – Refers to positive impact to our bottom line through increased revenue or reduced expenses (i.e. cost savings). Values are in USD.
Organisational – Refers to positive impact to the workforce and company through increased collaboration, productivity, communication, learning, and engagement.
ACHIEVEMENT: Refers to the level of performance in alignment with the company’s performance management system. The team performance average will be utilised.
INSPIRE Awards are grounded in the demonstration of our company’s core values!
2024 INSPIRE Awards NINE CATEGORIES
INSPIRE Team of the Year – Operations
INSPIRE Team of the Year – Corporate
Integrity Team of the Year
Nimble Team of the Year
Safety Team of the Year
Performance Team of the Year
Innovation Team of the Year
Respect Team of the Year
Excellence Team of the Year
OUR CORE VALUES
INTEGRITY
INTEGRITY I NIMBLE N SAFETY S PERFORMANCE P INNOVATION I RESPECT R EXCELLENCE E INTEGRITY I NIMBLE N SAFETY S PERFORMANCE P INNOVATION I RESPECT R EXCELLENCE E INTEGRITY I NIMBLE N SAFETY S PERFORMANCE P INNOVATION I RESPECT R EXCELLENCE E INTEGRITY I NIMBLE N SAFETY S PERFORMANCE P INNOVATION I RESPECT R EXCELLENCE E INTEGRITY I NIMBLE N SAFETY S PERFORMANCE P INNOVATION I RESPECT R EXCELLENCE E INTEGRITY I NIMBLE N SAFETY S PERFORMANCE P INNOVATION I RESPECT R EXCELLENCE E INTEGRITY I NIMBLE N SAFETY S PERFORMANCE P INNOVATION I RESPECT R EXCELLENCE E
We deliver on our promises, treating each other fairly, honestly and respectfully, fostering relationships of trust with the broader society and community.
NIMBLE
We respond quickly whilst adapting in order to work effectively in ambiguous or changing situations, and with diverse individuals and groups.
SAFETY
We commit to managing our business and communities in a safe and environmentally responsible manner in accordance with statutory requirements.
PERFORMANCE
We have a commercial focus with a business mindset which promotes profitability and sustainability. We are committed to focusing our efforts on achieving high-quality results consistent with the organisation’s standards and aspirations.
INNOVATION
We promote innovation that improves processes and results, generating viable, new approaches and solutions, and continuously seeking to create new possibilities.
RESPECT
We recognise value and leverage the unique perspectives, experiences and talents of every individual. We promote cross-cultural understanding, fairness and inclusion throughout the organisation.
EXCELLENCE
We are value-driven, energising and inspiring others to strive for the best and commit to common goals and purposes, creating a sense of self-efficacy, resilience and persistence.
