ABC Business (Australia) is revisiting a dramatic incident at Western Australia’s Bunbury port, 50 years after an anti-woodchip bombing plan unfolded in 1976. The reported episode involved a stolen car packed with explosives, a hostage held at gunpoint and an operation that went awry.
For business owners, the story is a reminder that operational risk is not limited to equipment failures, market shifts or supplier problems. A serious security incident can quickly affect people, facilities, logistics and an organisation’s ability to continue operating. The more concentrated a business is around a site, route or critical asset, the more important it is to consider how disruption would be managed.
Small and mid-sized businesses do not need the resources of a major port to improve their readiness. Owners can identify which activities must continue during an emergency, clarify who has authority to make decisions, keep current contact details for employees and key partners, and establish a straightforward process for contacting emergency services. Staff should also know that personal safety takes priority over protecting property or completing an urgent task.
The Bunbury case also shows why contingency planning should include events that appear unlikely. A plan does not need to predict every scenario; it needs to provide a clear starting point when circumstances change rapidly. Reviewing insurance coverage, backup arrangements, communications and site-access procedures can help reduce confusion and speed recovery after an unexpected event. The practical lesson is simple: resilience begins before a crisis, when responsibilities and priorities can be set calmly.
Source: ABC Business (Australia)
