Annual Report 2011 - Sydney Opera House

14StrategicGoalAchievementsOutcome(self-rated)The FutureA Vibrant and Sustainable SitePages 42-52 (cont...)Maintain the heritageand architectural valuesof the site.Conservation Management Plan 4th Edition preparedfor public consultation (it was to be published) (p.48).Conservation Management Plan published.Reduce environmentalimpact for a sustainablesite and operations.Bronze partner status in NSW GovernmentSustainability Advantage program achieved (p.50).Electronic waste recycling stream introduced (p.50).Environmental Sustainability – targets for electricity,waste and water met (water not met) (p.51).Continue to implement initiativesin line with the EnvironmentalSustainability Plan.Sustainable event management system.Improvements to water metering andmonitoring assessed and implemented.Manage safety and securityrisks across the site.New height safety installations and equipmentfor Opera Theatre and Drama Theatre (p.52).High risk activities register completed.Online hazard and incident reporting systemimplemented (p.52).Continuation of initiatives to addressmanual handling and work at height risks.Range of new risk management, reporting andinvestigation procedures implemented (p.52).Internal audit against NSW GovernmentOH&S and Injury Management Standards.Dedicated Business Continuity Managerappointed (p.52).Earning Our Way Pages 54-95Good governance andreporting to supportdecision-making andpositive business outcomes.Eminent Architects Panel established to provideexpert advice on architecture or design for buildingdevelopment (p.59).Gold Australasian Reporting Award forAnnual Report achieved.Training in board preparation andpresentations for managers.Achieve Gold Award and strengthenreporting on strategic and operationalchallenges.Build organisationalcapability through staffengagement, training anddevelopment.National and industry recognised qualificationsawarded to 11 staff (p.64).Training and coaching programs delivered to 886participants (p.65).Marker Business Excellence Project surveyand staff forums to be conducted in 2012.Training and development programsto continue in line with staff andbusiness needs.Recognise and reward staff. Two staff presented with CEO Award for OutstandingService (p.64).Online performance review system continued (p.64).To continue next year.Enhanced culture of safetyawareness.Safety-related training provided for 116 staff (p.64). Safety training needs analysis.Safety Week held with focus on workplace safetyinspections and safety in the theatre environment (p.64).Initiatives to educate staff and enhancesafety awareness to continue next year.Staff and business needsaligned through strategichuman resource policiesand plans.New Enterprise Agreement agreed and commenced(p.64).Eight staff related policies developed or reviewedand implemented.Code of Conduct updated andcommunicated.Continued review and development of keypolicies relating to staff and employment.Maximise Contribution. Food and beverage contribution growth of 22.7%(target 20%) (p.66).Tourism contribution decrease of 5.1% (target4% growth). Target increase of 19% for 2011/12. Target increase of 1.5% for 2011/12.Cost managed through restructuring benefits, sitecosts and other administration and operationalsavings (p.66).Operating cash reserve was maintained abovethe target of $5m.Continue to target and deliver ongoingbusiness improvements to effectivelymanage cost base.Operating cash reserve maintainedabove $5m.KEY: Completed Partial completion Not completed