Douglas Henderson.

Douglas Henderson, executive director of the Western States Petroleum Association, took his family on a fishing trip the week of July 23. But before he had a chance to cast his bait, he and his family were back home surveying the recent earthquake's impact on their Sierra Madre home.

Among other damage, the fireplace in the living room fell through the wall, Henderson says, adding that he felt lucky his house wasn't condemned to be bulldozed like others in his neighborhood -- but he "was absolutely crushed" that he didn't get to go fishing.

Henderson likes to fish in clear lakes and streams, yet he represents about 50 oil companies in the Western United States and manages a budget of $10 million.

"I'm both master and servant of this organization," he says. Henderson manages about 30 employees and adheres to the wishes of the oil companies that he represents, sometimes imposing his views "for the good of the cause."

For example, industry members sometimes tell Henderson they are unhappy with the muscle government agencies use to enforce industry regulations. Henderson said he then explains to them that the government has wide latitude in enforcing regulations and that questioning government official's authority is not the place to start in dealing with them.

The Western States Petroleum Association represents oil and gas companies in Arizona, California, Hawaii, Nevada, Oregon and Washington. The organization has been in existence since 1906, and its objectives include presenting the views of the petroleum industry to government, businesses and environmental organizations.

Another goal of the association is one of the Henderson's biggest challenges: "To try to make people understand that we're extremely sensitive to the needs of the people in the areas" in which the industry is working.

"Our industry is cast under a dark cloud," and has been viewed in unfair ways for many years, he says. To overcome this obstacle, Henderson said the association tries to communicate to the public as effectively as possible and that "by and large" the association is "doing a good job" of this.

Henderson is of medium height and average build, and he always wears his glasses. He also talks with a slight Southern accent, although he is from Colorado. Henderson says he probably picked up the accent from a Mississippi woman who lived across the street from him when he was a kid.

"I guess some of that permeates in my vocabulary," he says in a modest tone.

Coming across as a rather mild-mannered, humble man, Henderson says he can't remember ever losing his temper as a spokesman.

He is very energetic and intelligent, as well as insightful in anticipating problems, says James Morrison, executive vice president and chief financial officer for downtown Los Angeles-based Atlantic Richfield Co.

Henderson is also friendly and tells some good jokes, adds Lee McFarland, chairman of Santa Fe Springs-based McFarland Energy Inc. and a member of the association's board.

Henderson considers himself an environmentalist, and said he was a lover of the outdoors long before he got involved in the oil industry. How does he deal with this dichotomy?

"Being in this job and others like it is the best way to find solutions to this dilemma," he replied, adding that he tries to help the oil companies he represents develop a sensitivity to environmental problems.

His office is on the 14th floor of a Glendale complex. Like his manner, the office is modest, and Henderson cringes when asked about his salary. "I don't think I want that published in the paper," he says.

A picture from a recent fishing trip shows what Henderson looks like when he isn't wearing a blue power suit -- a fishing cap, turquoise waterproof jacket and ... his glasses.

By the way, Henderson is holding a 22 pound steel head in the picture. He says he throws back the fish that he and his family catch, although he does sometimes cook fish at home that he has bought at the market.

"My grilled salmon I think is the best," although he says he rarely cooks it because neither his wife nor one of his sons care for fish.

Henderson says he fell into the oil business by accident when he was an intern for the governor of Colorado during college. The governor offered him a job while he finished school at night, and this just happened to be during the gasoline crisis of the early 1970s.

Henderson was given the responsibility for answering calls from farmers who didn't have any diesel fuel to harvest their crops. "Everybody in town thought I was an energy expert," he says.

Henderson was soon given a job with the Rocky Mountain Oil and Gas Association.

He named one mentor -- John Bookout, who is a former chief executive officer and president of Houston-based Shell Oil Co. Bookout told Henderson "do your homework."

Henderson follows Bookout's advice. He says he reads Oil Daily, the Los Angeles Times and the Wall Street Journal on a regular basis, in addition to listening to KNX news radio station in his car.

It's very important for him to understand how the oil business is seen by others and to understand the issues in the business. Doing this helps him to better represent the industry, Henderson explains.

"You need to do your homework to know where your basis lies," he adds.

McFarland has noticed that Henderson is strong on preparation, and Henderson says he becomes well versed on a subject before he brings an issue to the board's attention.

Some might think that a spokesman for an association representing 50 oil companies, especially one who claims to be an environmentalist, might sometimes say something he doesn't actually believe in.

"No!" Henderson declares. He says he never does anything that will stretch or damage his credibility.

He does say, however, that there are times he puts on a "game face" for good cause.

Surprisingly, perhaps, Henderson says the people he often has the most difficulty dealing with are not the environmentalists or government officials, but rather those in the oil industry. "Sparks fly within our committees," he says.

For instance, members argue over how to best develop reformulated gasoline. That's a "very touchy" issue in the oil industry because production of the gasoline depends upon such things as how a company's refinery was built and where the company gets its crude oil from, Henderson said.

He admits there are times when he lies awake at night worrying about a current issue affecting the oil industry. The Huntington Beach oil spill in February 1990 was one of those times.

Henderson said the association dealt with the crisis by being available to the media immediately and fielding questions about such matters as why the oil tanker was where it was and what technology was being used in the cleanup. It also tried to assist British Petroleum, whose oil was spilled, and Golden West Refining, whose refinery the oil was destined for, in answering questions from the media.

Personally, Henderson said he was "aghast" at the time that an oil industry spill would occur so soon after the Valdez oil spill in Alaska and that it would happen so close to home.