Allyson Woodford
General Manager, Operations Engineering and Planning
APA Group
Allyson Woodford BE, FIChemE, CEng is the General Manager of Engineering & Planning at APA Group, where she leads a cross-functional team in driving innovative engineering solutions to support the operation of APA’s $22bn of energy infrastructure across Australia. With over two decades of experience in the energy sector, Allyson has held key positions at BP, Caltex Australia, and the Institution of Chemical Engineers (IChemE). She holds a bachelor’s degree in chemical engineering from The University of Queensland and has completed advanced leadership programs at the University of Cambridge.
Allyson's expertise spans process engineering, gas, and petrochemical industries, making her a pivotal figure in advancing APA Group's sustainability and safety goals. Her contributions have been recognised with the prestigious 'Excellence in Engineering 2024' award at the Women in Industry Awards. Based in Brisbane, Allyson is passionate about mentoring the next generation of engineers and fostering a culture of innovation and excellence within the industry.
SESSIONS
Day 1
2:00
Role Play Scenarios
Scenario 1: Building Psychological Safety and Empowering Teams to Speak Up
A junior team member has privately raised concerns about a colleague’s toxic behaviour, but they fear speaking up due to potential backlash. At the same time, you’ve noticed a culture of silence, where workers hesitate to report safety issues, voice challenges, or provide feedback.
Michelle Nation, General Manager Health, Safety, Environment & Quality, Seymour Whyte
Scenario 2: Mediating a Conflict between Key Stakeholders
A significant conflict arises between two senior stakeholders, where one is advocating for aggressive project timelines, and the other insists on stringent safety protocols, resulting in a standstill.
Allyson Woodford, GM Engineering and Planning, APA Group
Scenario 3: Leading through a Major Budget Cut
A sudden budget cut threatens the completion of a high-profile project; you must adjust the scope and resources while maintaining team morale and stakeholder confidence.
Sandra Nilsen, General Manager - Design and Engineering, BESIX Watpac
Scenario 4: Leading through a Project Crisis
The primary contractor on a critical infrastructure project unexpectedly goes bankrupt, causing delays and leaving the project at risk of failure, requiring you to rally the team and manage the fallout.
David Collett, State Director - Victoria and South Australia, BG&E