88 May 2015 - Business View Caribbean
customer, whose focus is reliability. They want to make
sure whatever they install is reliable and doesn’t cause
any incidents. You may have another customer in pet-
rochemical who wants to maximize their throughput.
So we have asset management systems which provide
predictive type intelligence so you can prepare for an
incident or prevent an incident. All the petrochemical
plants here use our control valves.”
Though Singh conceded Process Management is not
free from competition in the region, he said the com-
pany’s tie-in with Emerson – particularly because of
that operation’s fully-developed global sales channels
– provides a unique collaborative advantage.
“We’re not treated like a distributor,” he said.
“We work together and we go after solutions together.
It’s a more flexible approach, I suspect, and we work
well with the customers. A lot of our competitors carry
multiple brands but they don’t have the full solution
line that we have from a single partner. And another
way we differentiate ourselves is that we do a lot of
investment in our people in training.”
Toward that end, the company officially became STOW
certified in 2013, adhering to a program begun by the
Energy Chamber of Trinidad and Tobago after a series
of complaints from members in the energy sector who
were experiencing challenges in meeting the range of
health, safety and environmental requirements among
the major oil and gas operating companies.
According to the chamber, the program’s most obvi-
ous benefit is the increased opportunity for contrac-
tors to get more work in the energy sector. The ability
of contractors to demonstrate that they govern their
businesses according to industry best practices gives
the major upstream and downstream operating com-
panies confidence that the industry’s inherent risk will
be effectively managed.
