trunkline - Woodside

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seeds Planting success for Every crisis contains the seeds for success and the basis for failure. And it is this that guides the thinking of our general manager of security and emergency management Bill Forbes. Woodside will this year face four crisis management exercises, each with its own realistic but challenging scenario. For the first time, a new electronic information transfer system will be used, further enhancing the scope for learning. Learning, of course, is what the exercises are all about . . . offering an opportunity to sharpen skills, refine procedures and set the scene for Woodside to not only survive but thrive in a crisis. The exercises are about testing our individual and collective capabilities; ensuring we are well placed to protect our people, environment, assets, reputation and livelihood (in that order) if trouble strikes. 26 trunkline | Q1 2011 “Crises can come from any direction,” says Bill. “It is how well prepared you are to deal with them that makes the difference. “Thankfully, we have a chief executive officer (Don Voelte) who puts great stock in being prepared.” Bill says this year the focus will be on “skilling up” the people who make the decisions, encouraging good strategic thinking, clarity and alignment. He describes five stages of crisis management – avoiding a crisis in the first place, managing one in the best way possible, recognising the core issues that have to be addressed and not being distracted from them, containing the crisis and benefiting from the experience. “Yes, you can profit from a crisis,” Bill says. “You can enhance your company’s reputation by genuinely demonstrating your care, concern and capability during a crisis scenario. “These are the goals we strive for; genuine empathy with the situation contains the seeds for success.” Bill and his team put a lot of effort into organising and assessing the effectiveness of our crisis management exercises and say they are always grateful for the enthusiasm and sense of professionalism with which Woodsiders approach the training. Up to 100 people may be called upon to play a part in any one exercise, devoting their day to dealing with the “here and now” of the scenario presented. This collaborative pan-Woodside approach stands us in good stead. “No one individual will get us through a crisis,” Bill says. “It has to be a team effort.”
The real deal Each emergency response exercise plays out as close to reality as possible. How we respond to the issues unfolding influences what happens next. This means the simulation team running scenario has to be adaptable. Sure, they know what events will occur and in what order, for example a cyclone followed by damage to a rig, but they also know that how we react determines the degree to which the problem does or does not escalate. As Bill Forbes says, mismanagement of a crisis is taking a bad situation and making it worse. Good management is making it better. Trunkline joined the simulation team for the last exercise of 2010. The experience showed the level of planning that goes into running the exercise. Each element is carefully prepared to be a plausible play on a worst-case scenario. Government departments, emergency agencies and other stakeholders may be involved. But the simulation team also calls upon the expertise of Woodsiders. Team effort: The crew at King Bay Supply Base are put through their paces during an emergency response exercise simulating an oil spill. They worked in a well coordinated effort that involved specialised teams from throughout the business. Not only do Bill and his team come up with the scenario and oversee its delivery on the day, they recruit others from within the company to be part of executing it. When our crisis management team acts, those within the simulation team will be asked for feasible consequences. It is all about testing capability, not stretching the bounds of reality. If offered the opportunity to take part in the simulation exercise, Trunkline recommends you seize it. 27
Page 1 and 2: trunkline The magazine about Woodsi
Page 3 and 4: Supplying a clear solution 20-21 Wa
Page 5 and 6: Looking forward: Executive project
Page 7 and 8: Countdown begins: Gas has been intr
Page 9 and 10: Trucking along nicely: Emergency ma
Page 11 and 12: Great expectations Our North West S
Page 13 and 14: Thinking big: Graduate Rachel Leong
Page 15 and 16: Good things come in threes Joe Mora
Page 17 and 18: Chilling out: Jarvas Croome with wi
Page 19 and 20: On the cutting edge Brett Darley en
Page 21 and 22: Material gain About 1000 different
Page 23 and 24: Combating corrosion: Emilyn Chan (l
Page 25: or urine hydration meters, being de
Page 29 and 30: Showing the way at WY Erin Wilson h
Page 31 and 32: The volunteer organisation, formed
Page 33 and 34: School rules: Woodside’s Martin E
Page 35 and 36: Raising standards Woodsiders have a
Page 37 and 38: Richard’s making his mark Look cl
Page 39 and 40: The view from the top of the Dampie

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