What’s inside

� CDM Partnership evolves

� Long Service Employee

� TOSL at 2015 Energy Conference

� HSSEQ Corner

� T &T Archery Team achievement

� TOSL Events Team activities

� Employees Spotlight

HSE Statistics (as at 2015, March 31)

• Man-Hours YTD: 67,373

• OSHA recordable: 0

• Loss Time Incidents (LTI): 0

“Continuing the drive to Keep HSE alive”

TOSL Engineering Lim ited “ A n E n g i n e e r i n g S o l u t i o n s C o m p a n y ”

2015 March (Quarter 1)

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I S O 9 0 0 1 C E R T I F I E D

If you have a concern about TOSL, but un-comfortable communicating it in person, report it anonymously by:

• Calling the toll free hotline number: 1-800-872-2281 + 877-rpt-line or

• Report it online at www.tosl.com, Username: toslltd; Password: reportit

report it is our contracted independent third party hotline service available 24 hrs./

day, 7 days/week, 365 days/year.

Motivat iona l Quotes “Optimism is essential to achievement and it is also the foundation of courage and true

progress.” Nicholas Murray Butler

“Successful people build each other up. They motivate, inspire, and push each oth-er. Unsuccessful people just hate, blame

and complain.” Unknown

Together, TOSL and Well Services Petroleum Company Limited has taken up this venture to provide The Petroleum Company of Trinidad and Tobago (Petrotrin) with world class services in the areas of Process, Production and Compression.

Our experience in process and production systems is our trump card in this expedi-tion. As such, we wish to contribute to the increase in production of our nation’s crude oil while also competing on an international level.

Our Energy Solutions group is continuing to supply our services at the Goudron E&P Land Operations located in Guayaguayare, Trinidad where the production is being optimized and characterized. This entails well testing and surveys on behalf of our client, LGO Energy PLC. The intent/outcome of this operation is to establish the best operating parameters for each of their newly drilled ……….(Con’t on Pg. 2)

report it

See it...

Hear it...

Suspect it...

As a continued sign of our initiatives and commitment in the area of Corporate Governance, on January 27, 2015 we were awarded by The Energy Chamber of Trinidad & Tobago, first place in the category of Cor-porate Governance for the third consecutive year. This continues to be a significant honour to all of us at TOSL for which we congratulate each and every member of our staff for their efforts in allowing us to win in this category again. At TOSL, we continue to be proactive in Corporate Governance by improving our processes, looking at how our risks are monitored and assessed, and en-suring we optimize performance. This ensures our business is managed in the most transparent way to the benefit of our shareholders and all other stakeholders.

We will continue to cut tracks to demonstrate our promise in this area.

I S O 1 4 0 0 1 C O M P L I A N T

S T O W C E R T I F I E D

Hat Tr ick in Corporate Governance AwardHat Tr ick in Corporate Governance AwardHat Tr ick in Corporate Governance AwardHat Tr ick in Corporate Governance Award

Southwest and West Soldado (SWS)Southwest and West Soldado (SWS)Southwest and West Soldado (SWS)Southwest and West Soldado (SWS) Deve lopment Pro ject Deve lopment Pro ject Deve lopment Pro ject Deve lopment Pro ject

TOSL’s Lisa Mohammed receives the Corporate

Governance award from Deryck Murray (Chairman of the Transparency Institute of

Trinidad & Tobago).

Happy Easter

SWS Pro jectSWS Pro jectSWS Pro jectSWS Pro ject (Con ’ t f r om Pg . 1 )(Con ’ t f r om Pg . 1 )(Con ’ t f r om Pg . 1 )(Con ’ t f r om Pg . 1 )

……...wells in order to enhance each well utilizing the scientific data – from two / three phase separators, choke manifold and certified flow, level, temperature and pressure instrumentation.

This will translate into the best long-term operating parameters and allow us to optimize the production profile of the well to maximize the well’s lifespan and allow us to develop secondary recovery strategies.

For more information regarding the process, require-ments, equipment and/or services, please contact our Energy Services Division at upstream@tosl.com or customer-relations@tosl.com or visit http://www.tosl.com/our-services/upstream-energy

CDM par tnership evo lvesCDM par tnership evo lvesCDM par tnership evo lvesCDM par tnership evo lves

The Petrotrin/TOSL Clean Development Mechanism (CDM) partnership is in the final phase of evolving into the latest UN fund concept to reduce fossil fuel emissions. This concept is called the Intended Nationally Determined Contribu-tions (iNDC) – individual national climate action plans for reducing emissions after 2020.

iNDCs will mean a lot for the future of the global climate and TOSL’s book of business. iNDCs have been chosen as the vehicle for national contributions to the international Paris agreement expected to be ratified by 196 nations during December of this year.

iNDCs will start to be made public at the end of March. iNDC is a departure from the top down compliance system wherein the UN assigned emission reduction goals to sovereign nations; now countries will set their own emission targets. The experience and ambition of developing countries in reducing and limiting their emissions has steadily expanded, most often on a project-based scale using the climate change convention’s effective CDM.

The Trinidad iNDC will state how our economy will be decarbonized and TOSL has taken a leadership role in its structure via the Petrotrin/TOSL CDM project.

Shifting from project-based initiatives to sector or region-wide initiatives to reduce emissions has represented a chal-lenge for many countries. However, this is not so for Trinidad and Tobago. With the support of Petrotrin, the Energy Chamber and TOSL, Trinidad is now uniquely positioned to transition from a regional oil and gas leader to an energy giant.

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In this Horizon issue, we will be having a one-on-one discussion with another of our long service employees, Mr. Sterling Mahase, Technical Sales Representative.

1.) How many years have you worked at TOSL? I have been employed with the company for 15 years.

2.) Based on your experience with us, what do you think it takes to succeed at this company? Success requires dedication, commitment, communication & teamwork. There is also the need to go above and beyond the call of duty to ensure quality service in a challenging environment.

3.) What suggestions for improvements do you have to make our workplace better? Our company can benefit from more efficient inter-department communication. There should also be improved enthusiasm to participate in team building and other company events since these events enhance our daily work environment.

4.) What is most satisfying/ enjoyable about your job and working with TOSL? I enjoy my job because it helps me develop my knowledge base, it is a brain-stimulant because of the many challenges that I tackle on a daily basis. I enjoy interacting with customers which makes a difference in terms of the success of our busi-ness.

5.) What has been your most memorable experience thus far with TOSL? My most memorable experience was being promoted from Inventory Clerk to Marketing Representative. It was a great move from behind the scenes to becoming a representative of TOSL.

6.) What in your mind is the most significant change at TOSL when you compare the present to the days when you had just started?

TOSL was a small company when I started. After years of determination, the company has diversified to provide robust and professional services that cater to the rapidly changing needs of the industry. It has proven that success can be achieved through hard work and dedicated service.

7.) How well do you think your training and development needs were assessed and met? As our product base increases, so too does our training.

8.) If you were retiring tomorrow, what one thing you would like to be remembered for and feel most proud of accomplishing for TOSL?

I would like to be remembered as a trustworthy, dedicated and dependable employee. I feel proud to be one of the team members assisting the company in achieving its mission and vision.

9.) What is the first word that comes to mind when you think of TOSL? TOSL has grown from a small company to a well-recognized and key player across the industry.

10.) Why have you chosen to stay with TOSL and not move to other jobs, as most people do these days?

I appreciate that the company gives the option to be flexible and trusts that the employees can get the job done. It has of-fered the opportunity for growth within the organization. Mr Ali continues to motivate and encourage all employees. Thus, I have chosen to remain loyal to TOSL. After all “the grass is not always greener on the other side.”

TOSL at 2015 Energy ConferenceTOSL at 2015 Energy ConferenceTOSL at 2015 Energy ConferenceTOSL at 2015 Energy Conference

The Energy Chamber of Trinidad and Tobago hosted its Annual Trinidad and Tobago Energy Conference from January 26-28, 2015 at the Hyatt Regency, Port-of-Spain. This is the premier Energy Conference in the Caribbean and promotes vigorous debate and discus-sion among leaders of industry, Government and academia. The confer-ence attracts senior decision makers in the industry including CEOs, sup-ply chain, finance, and operations managers of the major upstream, mid-stream, and downstream operator companies in Trinidad and Tobago. Over 2000 visitors were in attendance over the three days of the Confer-ence – roughly six to seven times more than other annual energy confer-ences held in the country. Delegates from the US, Ghana, Australia, the United Kingdom, Germany, Canada, and Suriname, among others, were in participation. This year TOSL participated in the facility as a corporate exhibitor. Throughout the three-day stint, visitors to our booth were en-ticed by streaming video presentations of key brand suppliers, detailed product packages and mobile power banks, which were definitely a hit!

Meet Another o f Our Long Service Employees:Meet Another o f Our Long Service Employees:Meet Another o f Our Long Service Employees:Meet Another o f Our Long Service Employees: Mr. Sterl ing MahaseMr. S terl ing MahaseMr. S terl ing MahaseMr. S terl ing Mahase

HSSEQ CornerHSSEQ CornerHSSEQ CornerHSSEQ Corner

A . ) HSSE Upda teA . ) HSSE Upda teA . ) HSSE Upda teA . ) HSSE Upda te As we embark upon 2015, the HSSE Department would like to communicate some of the plans this year that will ultimately impact our employees.

Firstly, HSSE congratulates the entire organization for the proactive approach in 2014. There were certainly some im-provements in the areas of communication, planning of projects, JHA preparation, pre-kick off meetings and other con-sultation.

This year, the Department continues to partner with employees to assist in achieving the Division’s strategic HSSE goals. So what can be expected? 1.) A continuation of:

• Recycling and waste disposal initiatives ● Annual noise and indoor air monitoring programs

• Reward and Recognition programs ● Revamped HSE Committee

• In-house HSE training ● Behavioural Based Safety to further enhance HSSE culture

• Increased HSSE involvement & support for projects ● Management involvement in all HSSE Matters 2.) What’s New?

• Corporate wellness program with an associated wellness committee to improve employees stay at TOSL

• HSSE Communications program

• STOW recertification

• Greater 14001 compliance

• HSSEQ Week

• New & re-designed HSE documents to better support tendering processes & project execution

• Standardization of work-pack structure and contents for all external projects

At the beginning of 2015, our HSSE Department joined a sub-committee through the American Chamber of Commerce (AMCHAM) to develop a road safety work programme that could benefit the country and the organization. The strategic objectives of this sub-committee are to: prevent vehicular accidents and associated injuries and loss of life on the na-tion’s roadways; inculcate a nationwide safety culture of safe and responsible road usage; and raise awareness among the population and road-users of road safety. Some of the key stakeholders / agencies in this venture include the Min-istries of Transport, Education, Energy, Works & Infrastructure; Police Service; Fire Service; Arrive Alive; Jonathan Camacho Organization for Road Safety (J-CORS); Licensing Office; private sector companies and other Agencies.

The HSSE Department recognizes the following individuals for their contributions towards promoting HSSE within the Company for the First Quarter 2015. A.) Presentation by our HSSE Advisor, Gary Guzman

B.) Presentation by our Project HSSE Advisor, Adrian Singh

(Con’t on Pg. 5)

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Christopher Rooplal (Unsafe condition reported)

Purnima Jaggernath (Wore required PPE)

Lestor Lawrence (Hazard identification)

Devon Ashby (Good Housekeeping

practices)

Noteram Samaroo (Safe work practices)

Karran Bissoon (Safety awareness)

Victor Pascall (Safe rigging practices)

Rodney Pierre (Participation in DOC card

program)

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B . ) Qua l i t y : B . ) Qua l i t y : B . ) Qua l i t y : B . ) Qua l i t y : D ec i s i on Ma t r i x

(also called Pugh matrix, decision grid, selection matrix or grid, problem matrix, problem selection matrix, opportunity analysis, solution matrix, criteria rating form, criteria-based matrix)

A decision matrix evaluates and prioritizes a list of options. The team first establishes a list of weighted criteria and then eval-uates each option against those criteria. This is a variation of the L-shaped matrix. When to Use a Decision Matrix

• When a list of options must be narrowed to one choice.

• When the decision must be made on the basis of several criteria.

• After the list of options has been reduced to a manageable number by list reduction. Typical situations are:

• When one improvement opportunity or problem must be selected to work on.

• When only one solution or problem-solving approach can be implemented.

• When only one new product can be developed.

Decision Matrix Procedure 1. Brainstorm the evaluation criteria appropriate to the situation. If possible, involve customers in this process. 2. Discuss and refine the list of criteria. Identify any criteria that must be included and any that must not be included. Re-

duce the list of criteria to those that the team believes are most important. Tools such as list reduction and multivoting may be useful here.

3. Assign a relative weight to each criterion based on how important that criterion is to the situation. Do this by distributing 10 points among the criteria. The assignment can be done by discussion and consensus. Or each member can assign weights, then the numbers for each criterion are added for a composite team weighting.

4. Draw an L-shaped matrix. Write the criteria and their weights as labels along one edge and the list of options along the other edge. Usually, whichever group has fewer items occupies the vertical edge.

5. Evaluate each choice against the criteria. There are three ways to do this: Method 1: Establish a rating scale for each criterion. Some options are:

• 1, 2, 3 (1 = slight extent, 2 = some extent, 3 = great extent)

• 1, 2, 3 (1 = low, 2 = medium, 3 = high)

• 1, 2, 3, 4, 5 (1 = little to 5 = great)

• 1, 4, 9 (1 = low, 4 = moderate, 9 = high) Make sure that your rating scales are consistent. Word your criteria and set the scales so that the high end of the scale (5 or 3) is always the rating that would tend to make you select that option: most impact on customers, greatest im-portance, least difficulty, greatest likelihood of success.

Method 2: For each criterion, rank-order all options according to how well each meets the criterion (Number them with 1 being the option that is least desirable according to that criterion.

Method 3, Pugh matrix: Establish a baseline, which may be one of the alternatives or the current product or service. For each criterion, rate each other alternative in com-parison to the baseline, using scores of worse (–1), same (0), or better (+1). Finer rating scales can be used, such as 2, 1, 0, –1, –2 for a five-point scale or 3, 2, 1, 0, –1, –2, –3 for a seven-point scale. Again, be sure that positive numbers reflect desirable ratings.

6. Multiply each option’s rating by the weight. Add the points for each option. The option with the highest score will not neces-sarily be the one to choose, but the relative scores can generate meaningful discussion and lead the team toward consensus.

Decision Matrix Example Figure 1 shows a decision matrix used by the customer service team at the Parisian Experience restaurant to decide which as-pect of the overall problem of “long wait time” to tackle first. The problems they identified are customers waiting for the host, the waiter, the food, and the check. The criteria they identified are “Customer pain” (how much does this negatively affect the customer?), “Ease to solve,” “Effect on other systems,” and “Speed to solve.” Originally, the criteria “Ease to solve” was written as “Difficulty to solve,” but that wording reversed the rating scale. With the current wording, a high rating on each criterion defines a state that would encour-age selecting the problem: high customer pain, very easy to solve, high effect on other systems, and quick solution. (Con’t on Pg. 6)

HSSEQ Corner HSSEQ Corner HSSEQ Corner HSSEQ Corner (Con ’ t f r om Pg . 4 )(Con ’ t f r om Pg . 4 )(Con ’ t f r om Pg . 4 )(Con ’ t f r om Pg . 4 )

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HSSEQ Corner HSSEQ Corner HSSEQ Corner HSSEQ Corner (Con ’ t f r om Pg . 5 )(Con ’ t f r om Pg . 5 )(Con ’ t f r om Pg . 5 )(Con ’ t f r om Pg . 5 )

Figure 1 Decision Matrix Example “Customer pain” has been weighted with 5 points, showing that the team considers it by far the most important criterion, compared to 1 or 2 points for the others. The team chose a rating scale of high = 3, medium = 2, and low = 1. For example, let’s look at the problem “Customers wait for food.” The customer pain is medium (2), because the restaurant ambiance is nice. This problem would not be easy to solve (low ease = 1), as it involves both waiters and kitchen staff. The effect on other systems is medium (2), be-cause waiters have to make several trips to the kitchen. The problem will take a while to solve (low speed = 1) as the kitchen is cramped and inflexible. (Notice that this has forced a guess about the ultimate solution: kitchen redesign. This may or may not be a good guess.) Each rating is multiplied by the weight for that criterion; for example, “Customer pain” (weight of 5) for “Customers wait for host” rates high (3) for a score of 15. The scores are added across the rows to obtain a total for each problem. “Customers wait for host” has the highest score at 28. Since the next highest score is 18, the host problem probably should be addressed first.

Decision Matrix Considerations

• A very long list of options can first be shortened with a tool such as list reduction or multivoting.

• Criteria that are often used fall under the general categories of effectiveness, feasibility, capability, cost, time re-quired, support or enthusiasm (of team and of others). Here are other commonly used criteria: For selecting a problem or an improvement opportunity:

• Within control of the team ● Urgency of problem

• Financial payback ● Team interest or buy-in

• Resources required (e.g. money and people) ● Effect on other systems

• Customer pain caused by the problem ● Management interest or support

• Difficulty of solving ● Time required to solve For selecting a solution:

• Root causes addressed by this solution ● Enthusiasm by team members

• Extent of resolution of problem ● Team control of the solution

• Cost to implement (e.g. money and time) ● Safety, health, or environmental factors

• Return on investment; availability of resources (people, time) ● Training factors

• Ease of implementation ● Potential effects on other systems

• Time until solution is fully implemented ● Potential effects on customers or suppliers

• Cost to maintain (e.g. money and time) ● Value to customer

• Ease of maintenance ● Potential problems during implementation Support or opposition to the solution ● Potential negative consequences ……(Con’t on Pg. 7)

Congratu lat ions to T &T’s Archery Federat ion on Congratu lat ions to T &T’s Archery Federat ion on Congratu lat ions to T &T’s Archery Federat ion on Congratu lat ions to T &T’s Archery Federat ion on receiv ing Je f frey Sto l lmeyer Awardreceiv ing Je f frey Sto l lmeyer Awardreceiv ing Je f frey Sto l lmeyer Awardreceiv ing Je f frey Sto l lmeyer Award

The Jeffrey Stollmeyer Award was introduced in 1990 in memory of the late Jeffrey Stollmeyer who was himself an outstanding sportsman, West Indies cricket captain and past Chairman of the West Indies Cricket Board of Control (WICBC).

This award is given to a National Governing Sport Body which has showcased initiatives and made significant improvements not only in its Administration, but towards the devel-opment of its athletes. Hence, the sporting body must have met the following criteria:

• To become more efficient and effective in the execution of administrative procedures and policies;

• Demonstrate a strong sustainable development program;

• Have a measurable level of growth within the sport over the period;

• Demonstrate sound financial management; and

• The measure of the Sporting Body must be achieved between January to December of the year under review.

Based on these criteria, the Trinidad & Tobago Target Archery federation joined the distin-guished list of previous winners which includes the T&T Cricket Board of Control, the Ten-nis Association of T&T, the T&T Hockey Board, the T&T Golf Association, the T & T Nation-al Association of Athletics Administration and the T&T Cycling Federation.

We congratulate the President, Mr. Gregory Quesnel (TOSL’s Technical Sales Rep.) and the Archery Team on this significant achievement.

President, Gregory Quesnel (left) and Vice-President, Has-math Ali with the Jeffrey Stollmeyer Award at the recep-tion after the award ceremony at the Queens Hall in Port-of-Spain on March 6th 2015.

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TOSL Events Team 1st Quar ter Act iv i t iesTOSL Events Team 1st Quar ter Act iv i t iesTOSL Events Team 1st Quar ter Act iv i t iesTOSL Events Team 1st Quar ter Act iv i t ies

Carnival Friday afternoon was packed with entertainment and good laughs as the TOSL Sports, Cultural and Charity Club hosted its Annual Ole Mas Competition. It was a day of hot carnival sun that was quenched by some cold drinks, hot corn soup and doubles on the spot.

The event featured entertainment by our very own DJ Shazim with a guest performance by the widely recognized soca artist K Rich. The day also featured some nail-biting mo-ments with entertainment by stick fighters, some of which were our very own employees

who reached the finals of this year’s National Stick Fighting Competition.

Two teams entered the Ole Mas section of the competition: Look Chubble Now and TOSL, then, now and whenever. The winner was Donnie Nancoo and his team who portrayed Look Chubble Now.

The club would like to thank everyone who took part in the event and those that attended. Special thanks to our CEO (Mr. Shazan Ali), Digicel, Shazim

Karim, Dave Banmally, Dianne B. Frontin, Azam Edan, Jeremy Jagroopsingh, The PPE Division and Ria Sinarine.

HSSEQ Corner HSSEQ Corner HSSEQ Corner HSSEQ Corner (Con ’ t f r om Pg . 6 )(Con ’ t f r om Pg . 6 )(Con ’ t f r om Pg . 6 )(Con ’ t f r om Pg . 6 ) • This matrix can be used to compare opinions. When possible, however, it is better used to summarize data that have

been collected about the various criteria.

• Sub-teams can be formed to collect data on the various criteria.

• Several criteria for selecting a problem or improvement opportunity require guesses about the ultimate solution. For example: evaluating resources required, payback, difficulty to solve, and time required to solve. Therefore, your rating of the options will be only as good as your assumptions about the solutions.

• It’s critical that the high end of the criteria scale (5 or 3) always is the end you would want to choose. Criteria such as cost, resource use and difficulty can cause mix-ups: low cost is highly desirable! If your rating scale sometimes rates a desirable state as 5 and sometimes as 1, you will not get correct results. You can avoid this by rewording your criteria: Say “low cost” instead of “cost”; “ease” instead of “difficulty.” Or, in the matrix column headings, write what generates low and high ratings. For example:

• When evaluating options by method 1, some people prefer to think about just one option, rating each criterion in turn

across the whole matrix, and then doing the next option and so on. Others prefer to think about one criterion, working down the matrix for all options, then going on to the next criterion. Take your pick.

• If individuals on the team assign different ratings to the same criterion, discuss this so people can learn from each oth-er’s views and arrive at a consensus. Do not average the ratings or vote for the most popular one.

• In some versions of this tool, the sum of the un-weighted scores is also calculated and both totals are studied for guid-ance toward a decision.

• When this tool is used to choose a plan, solution, or new product, results can be used to improve options. An option that ranks highly overall but has low scores on criteria A and B can be modified with ideas from options that score well on A and B. This combining and improving can be done for every option, and then the decision matrix used again to evaluate the new options.

References:

• Excerpted from Nancy R. Tague’s The Quality Toolbox, Second Edition, ASQ Quality Press, 2004, pages 219–223.

• American Society for Quality – Decision Matrix http://asq.org/learn-about-quality/decision-making-tools/overview/decision-matrix.html

Importance Cost Difficulty

low = 1 high = 5 high = 1 low = 5 high = 1 low = 5

���� Employees Spot l ight Employees Spot l ight Employees Spot l ight Employees Spot l ight ����

Employee’s Recipe CornerEmployee’s Recipe CornerEmployee’s Recipe CornerEmployee’s Recipe Corner This quarter we feature Lana Ramjass Stewed Ancho with Cassava Dumplings Creole Style (serves 6)

Ingredients for seasoning fish: Ingredients for Cassava Dumpling: - 6 - 8 slices fish (Ancho) - 2 lbs. cassava

- 2 limes - ¼ cup flour - 6 cloves garlic - ¼ cup sugar - Salt to taste - Enough water to knead dumplings into a firm dough - 1 large onion - Method for dumplings: - 1 sprig each celery and chive - Peel, wash and cut cassava into 4” lengths - 1 hot pepper - Cut down the middle and remove inside string - 2 pimentos - Grate cassava on fine side of grater - Dash parsley - Combine grated cassava with flour and sugar

- Dash black pepper - Knead with water to form firm dough, roll flat & cut in circles/squares Ingredients for stewing Ancho (creole style) - Fill 6 qt. pot ½ full with water and bring to a boil then drop in cassava

- 1 large onion sliced - Cook until dumplings float up and strain in colander - 4 ochroes sliced - Pour tap water over dumpling to prevent them from sticking together - 1 medium carrot - Method for fish: - 1 sweet pepper cubed - Wash fish with lime and drain - 2 tomatoes cubed - Blend ingredients for seasoning, add salt to taste and add to fish - 1 sprig each celery & chive (coarsely chopped) - Marinate for 10 minutes - 2 pimentos - Prepare ingredients for stewing fish - 1 ¼ cups water - Heat oil in non-stick pan over medium heat - 1 tbsp. cooking oil - Parch flour in heated oil until dark brown - ¼ cup flour - Add prepared ingredients to flour mixture and stir for about 1 minute - Add water and bring to boil - Place fish into pan and cook for about 5 minutes on each side - Serve with dumplings

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Welcome to our New EmployeesWelcome to our New EmployeesWelcome to our New EmployeesWelcome to our New Employees We welcome the following persons to the TOSL Family: January February

♦ Purnima Jaggernath (Mechanical Technician) ♦ Anisha Mohammed (EIA Co-ordinator)

♦ Kirk Satram (PdM Technician) ♦ Wesley David (EIA Fitter)

♦ Howard Balkaran (Mechanical Technician) ♦ Marlon Richardson (EIA Fitter)

♦ Joseph Toorcana (Chemical Support Technician) ♦ Leslie David (EIA Technician)

♦ Bobby Hosein (Chemical Support Technician) ♦ Atiba John (EIA Technician)

♦ David Ramdhanie (Bunkering Technician) ♦ Lyndon Vidale (PdM Technician)

March ♦ Shiva Kissoon (Team Lead Automation & Controls)

♦ Kagel Blackman (Driver/Warehouse Attendant)

♦ Marcus Telesford (Team Lead HSSEQ)

♦ Ramona Jaisingh (Administrative Assistant)

Specia l OccasionsSpecia l OccasionsSpecia l OccasionsSpecia l Occasions

Birth

♦ Ian Ramkalawan - Baby Boy ♦ Shernell Eriche - Baby Boy

Our Vision: “To be the ‘best in class’ Engineering Company in Trinidad & Tobago and for us to be able to hold this position amongst other companies operating in a First World Environment.”

Our Cause: To develop people to be leaders in their community, homes & personal lives.

Our Culture is defined by: Value Creation; Efficiency; Quality; Teamwork; Technological Improvement

VISIT OR CONTACT US AT: INTERESTED IN RECEIVING A COPY OF OUR NEWSLETTER? Address: 8 - 10 Maharaj Avenue, Marabella, TRINIDAD, W.I. Send the following information to lisa.mohammed@tosl.com : Phone: (1-868) 657-TOSL; 299-0360 Name & Position Fax: (1-868) 657-7502 (CEO’s Office, Corporate Governance) Company (1-868) 653-4188 (Metals) Email address (1-868) 652-9336 (Industrial Sales, Wire Rope, Safety, Marketing, Business Development) Phone & Fax # (1-868) 653-5404 (HR, IT, HSSEQ, Finance) (1-868) 657-1360 (Inspection & Testing) (1-868) 657-4621 (Chemicals, Projects, Construction & Maintenance) (1-868) 652-0856 (Electrical, Instrumentation & Automation) (1-868) 653-0269 (Engineering Products & Services) (1-868) 653-4187 (Inventory & Procurement)

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