Annual Report 2011 - Sydney Opera House

114GOVERNMENT REPORTINGand disbursement. Two audit issueswere identified with three associatedrecommendations. All recommendationswere implemented, closing off allissues raised.- Vehicle Access and Pedestrian Safety(VAPS) project Management, April2011 – evaluation of the managementof the VAPS project. The scope took intransactions during the period 1 July2010 to 13 March 2011 and coveredproject planning, project schedulingand project monitoring and reporting.Three minor areas for improvementwere identified with four associatedrecommendations. All recommendationshave been actioned and will be closedoff by the agreed dates.Internal Audit and Risk ManagementStatement for the 2010/11 Financial Yearfor the Sydney Opera HouseThe Sydney Opera House Trust is of theopinion that Sydney Opera House hasinternal audit and risk managementprocesses in place that are, in all materialrespects, compliant with the corerequirements set out in Treasury CircularNSW TC 09/08 Internal Audit and RiskManagement Policy.The Sydney Opera House Trust is ofthe opinion that the Audit and RiskCommittee for Sydney Opera House isconstituted and operates in accordancewith the independence and governancerequirements of Treasury Circular NSWTC 09/08. The Chair and Members of theAudit and Risk Committee are:- Catherine Brenner–Chair(Term: 13 May 2009–Present,Chair 1 January 2010–Present)- Kim Williams–Member(Term: 1 January 2005–Present)- Sue Nattrass– Member(Term: 1 January 2007–Present)- Renata Kaldor–Member (Term: 7 July2010–Present)These processes provide a level ofassurance that enables the seniormanagement of Sydney Opera House tounderstand, manage and satisfactorilycontrol risk exposures.In accordance with a resolution of theSydney Opera House Trust.Kim Williams AMChairman, Sydney Opera House Trust21 September 2011Business ContinuityThis year all business streams were engaged to obtain a better understanding of criticalbusiness functions. Utilising a variety of new disruption scenarios the process hasbegun building resilience into the supply chain for all functions that are time critical.This includes safety, ticketing and event production. Key staff have been identified thatwill form strategic, tactical and operational teams and exercises designed to embed thebusiness continuity processes to be implemented.Sydney Opera House is committed to the safety of guests and staff. Engagement withwardens has occurred across the business with hands on training that includes use ofthe fire extinguishers and the Emergency Warning Information System. Training hasalso focused on communication and leadership during an emergency to reduce confusionand ensure a safe evacuation.SENIOR EXECUTIVE SERVICEThere are four senior executive service positions at Sydney Opera House. Two positionsare filled by women.SES Level 10/11 09/10 08/092 - 2 (2 female) 2 (2 female * )3 2 (2 female) 2 (2 female) 4 (3 female * )4 1 2 (1 female) 1 (1 female)6^ 1 1 1* Includes maternity leave coverage of two positions.^ This position is actually graded SES 5, Mr Evans was granted an additional grade to SES 6 on a personal basisfrom appointment.As at 30 June 2011 the Chief Executive of Sydney Opera House was Richard Evans.Performance StatementRichard EvansChief Executive Officer, SES Level 6Appointment at Level 6 commenced on 29 January 2008Total remuneration package: $332,239paThe Director-General has expressed satisfaction with Mr Evans’ performance of hisresponsibilities.Mr Evans worked to the delivery of the Sydney Opera House business plan and budgetendorsed by the Trust on 7 July 2010. Key activities and achievements are outlined inthis report.The Sydney Opera House is an Australian icon and remains the flagship performing artsvenue in Sydney, as well as a signature Sydney landmark. Its reputation and standingis maintained through the efforts of the management team and the client arts companiesthat perform there.