Annual Report 2011 - Sydney Opera House

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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.
115WAGE AND SALARY MOVEMENTSA 4% wage increase was granted to staff covered by the Crown Employees (PublicService Conditions of Employment) Award 2002 effective from the first pay periodcommencing on and after 1 July 2010.A 3.4% increase was granted to staff covered by the Sydney Opera House EnterpriseAgreement 2010 effective from the first pay period commencing on and after 1 July 2010.A 4% wage increase applied to Senior Executive Service staff effective from the firstpay period commencing on or after 1 October 2010 as per the Statutory and OtherOffices Remuneration Act 1975.WASTE AND RECYCLING MANAGEMENTSydney Opera House has been working to reduce waste and improve waste and recyclingmanagement. Initiatives implemented in 2010/11 include:- battery and e-waste recycling including cables, mobile phones and other smalle-waste items;- polystyrene compacting and recycling;- continued donation of unwanted large goods to Reverse Garbage for re-use;- continued recycling of old banners into bags for use as prizes and give-aways atGreening the House events; and- a prototype recycling bin was trialled in the Western Foyers. Although this wasdeemed not suitable and a new bin system is being designed as a result.‘WE WILL STRIVE TO ENSUREthat VISITING SYDNEYOPERA HOUSE IS A VIBRANT,compelling AND MEMORABLEEXPERIENCE for all.’Monitoring and ReportingA waste audit was undertaken over a 24 hour period in December 2010 which identifiedthat 45% of the precinct’s waste is being recycled; however this 24 hour period was notrepresentative of an average day. The data collected by Cleanevent (cleaning and wastecontractor) on a daily basis and reported monthly provides a more accurate reflection ofrecycling outcomes. Through the introduction of new recycling streams a 2% increase inrecycling has been achieved.Year 2010/11 2009/10Stream Tonnes Percentage Tonnes PercentageRecycling 238 27% 212 25%General waste 637 73% 627 75%Total 875 100% 839 100%Next year, Sydney Opera House proposes to:- introduce co-mingled recycling in all areas including foyers and the Forecourt;- investigate further options for food recycling;- improve recycling control and accuracy of monthly reporting provided by the wasteand cleaning contractor; and- continue to improve communication with commercial partners and develop signageto increase recycling outcomes and reduce co-mingled recycling contamination.
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Page 66 and 67: 64earning our wayimagination lives
Page 70 and 71: 68Net investment in SYDNEY OPERA HO
Page 74 and 75: 72INDEPENDENT AUDITOR’S REPORTSyd
Page 76 and 77: 74STATEMENT OF CHANGES IN EQUITYFOR
Page 78 and 79: 76CASH FLOW STATEMENTFOR THE YEAR E
Page 80 and 81: 78SYDNEY OPERA HOUSE TRUSTnotes TO
Page 82 and 83: 80SYDNEY OPERA HOUSE TRUSTnotes TO
Page 84: 82SYDNEY OPERA HOUSE TRUSTnotes TO
Page 87 and 88: 859. DERIVatiVES USED FOR HEDGINGFo
Page 89 and 90: 8712. INTANGIBLE ASSETSSoftwareAt c
Page 91 and 92: 89Impairment LossesThe aging of the
Page 93 and 94: 91e. Fair ValueFair value versus ca
Page 95 and 96: 9320. MOVEMENTS IN EQUITY2011 2010$
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Page 101 and 102: 99Customer First CommitmentCustomer
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Page 105 and 106: 103Staff IntranetThe intranet was i
Page 107 and 108: 105EEO initiatives planned for 2011
Page 109 and 110: 107specialist advice on issues of h
Page 111 and 112: 109- A Gospel Celebration 25 April
Page 113 and 114: 111Incident Reports (Staff Related)
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Page 123 and 124: 121Kay BuckeridgeAnita BuhnerMrs Ge
Page 125 and 126: 123MapBRADFIELD HWYSYDNEYOPERAHOUSE
Page 127 and 128: 122CONTACT INFORMATIONHours of Oper
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Annual Report 2011 - Sydney Opera House

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