Business organization and objectives

1.1 Current business
Core business:
Sydney Opera House (SOH) locates at Sydney Harbour which is an iconic building in
Australia. It is a multi-venue performing arts centre with late architecture style and
providing large scale performances for local people and visitors to Australia to enjoy.
Business objectives:
Sydney Opera House is to be an outstanding showcase for Australian performing arts
and culture. To maintain and upgrade the Sydney Opera House as a performing arts
centre, cultural landmark and architectural masterpiece, and to become an international
leader in the presentation and development of artists and their work. As the number of
visitors continues to increase, we will contribute our expertise to the planning and
renovation of the concert hall to ensure that the Opera House becomes a world-class
venue for artists and audiences. Moreover, by maximizing the SOH business results and
uses its resources and brands, to invest in the performing arts, cultural activities and the
audience development.
According to Sydney Opera House (2018), value and respect our partners’ contribution
is also an important objective for SOH. Moreover, SOH as a major arts institution is
treasuring and renewing SOH for future artists, visitors and audiences, and committed
to sustainable development goals.
Management issues:
l Firstly, as the building structure of Sydney Opera House is really complex, the
building service systems management will be difficult especially management is
undergoing technological change and new computer services are becoming more
and more important.
l Secondly, as Sydney Opera House is an iconic building in Australia. The security
management is significant. Due to the population growth and economic
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development, more and more people will influx Sydney Opera House which will
lead to security management issue.
l Thirdly, many business functions, such as space or event management, require upto-date facility information. However, this information is not being delivered
adequately at present, so updating and delivering to customers is expensive and
time consuming.
l Fourthly, some major architectural upgrades to the Sydney Opera House are being
planned, which will put considerable pressure on existing facilities to combine
services and manage them effectively
1.2 Business Dynamics
l One of the external business demand and driver for changes is people’s growing
demand for art. According to Sydney Opera House (2018), as the Australian
community changes, the image of the Sydney Opera House’s actual and potential
audience change as well. Moreover, within the population and the number of
visitors increase and diversify, the demand for art will grow. 2016 census figures
that more than 28 percent of Australia’s population was born overseas. The number
of immigrants from India and China has doubled in the past decade, and China has
helped drive the rapid growth of Australia’s tourism industry. The number of
Chinese tourists is expected to more than triple to 3.3 million a year by 2026. In
2017, the Opera House attracted 2.9 million international visitors. Therefore, push
the business development of Sydney Opera House and become the international
leader of performing arts and cultural is necessary.
l A great number of new established venues in Sydney will affect the Sydney Opera
House’s development to some extent. The rise in ticket resale sites and scalping
has increased the financial uncertainty of venues and affected the underlying
market dynamics as well. Moreover, the government subsidies has fallen in recent
years, more and more organisation are rely on private sources of income such as
sponsorships which makes the arts market more competitive. Therefore, private
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funding will become a key growth area for funding arts products and remaining the
connection between Sydney Opera House and third party is significant.
l Reducing carbon dioxide, the gas emission and realize recycling so as to achieve
the goals of sustainable development is the direction of the joint efforts around the
world. Due to the SOH consumes significant quantities of energy and water,
achieve the sustainable development of SOH is imperative. Sydney Opera House
(2020) shows that the inspiration of SOH is aim to become a leader in
environmental and social sustainability. Moreover, the Opera House’s power
purchase agreements with energy retailers Flow Power will also be part of its
sustainability drive, as they will link more than 85 per cent of the opera House’s
annual energy consumption of 16 megawatt hours (equivalent to 2,500 homes) with
available supplies from wind and solar projects in New South Wales (Sydney
Opera House 2020).
1.3 Organisation goals
The strategic direction of Sydney Opera House is a way to bring people from an
ordinary world into extraordinary landscapes and performances. The aim of Sydney
Opera House is to be an international leader in the presentation and development of
artists and their work. We will inspire customers to return by attracting a large number
of visitors and providing them with a wonderful experience. At the same time, we are
try to create a customer-focused workplace where customers recognize their
contribution to the development of the Sydney Opera House, while constantly
exploiting the potential of our staff and inspiring them to achieve excellence.
Meanwhile, according to Sydney Opera House (2020), in addition to becoming a world
leader in arts and cultural performance, SHO is also committed to sustainable
development. At the same time, Sydney Opera House will promote quality education
and learning opportunities, advocate for human rights and diversity in staff and business
operations, reduce inequality, to preserve and revitalize cultural practices, heritage and
sustainability, reduce waste generation to promote efficient use of resources, focus more
on climate changes. SOH will continue to be a leader in sustainable development,
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including achieving and maintaining a six-star green rating and developing a carbon
reduction strategy.

  1. Core business activities
    2.1 Management of business organization and people
    The management of core business of SOH consists of two parts, one is the Trust which
    is composed of 10 members appointed by the Governor on the nomination of the
    Minister for the Arts. Another one is an Executive team which is responsible for
    monitoring, developing and implementing the SOH organizational strategy. In addition,
    according to the annual report of Sydney Opera House (2019), there has approximate
    900 staff work and live with SOH each day, and 10.9 million visitors and
    1.4 million audiences attend the performance annually.
    The core business of the SOH consists of SOHP, Venue Hire, Theatre & Events,
    production services, Tours, Food & Beverage, Front of House, Building Operations,
    partnerships, Philanthropy and Ticketing.
    Core business activities
    Based on the core business of SOH is performance of art and heritage, the relevant core
    business activities in organization and people are listed below:
    Trust:
    l Convene board meetings to confirm the agenda items
    l Manage, maintain and care for the venues and site of SOH.
    l Promote the scientific research of arts and encourage the new development of art
    performance.
    l Supervise implementation of strategy and management
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    Executive team:
    l Performing Arts: responsible for all performance, activities and festivals delivery.
    l People & Government: renewal planning policy, heritage and stakeholders.
    l Office of the CEO: coordinate the organizational operation, oversee the
    management.
    l Visitor Experience: Foster tourism experience, responsible for security, retail and
    ticketing.
    l Production and Event: venue and events operation, sale, planning and recording.
    l Engagement & Development: promoting, communications, charitable cooperation
    activities.
    l Programming: events and festival performance and dancing.
    l Corporate Services & CEO: financial, legal, risk and program management.
    l Building, Safety & Security: asset operations, maintenance and management.
    Permanent and equivalent full-time staff:
    l Assist the performance and venue work
    l Ensure the security of collections in SOH
    l Explanation of exhibits for visitors l Exhibition of route guidance.
    l 24/7 online consultant services
    Facilities requirement
    To ensure the organization and staff normal operation of the core business and provide
    the excellent performance for visitors and audience, the facilities required as follow:
    l High efficiency and security internal management system and collections
    management database
    l Safety and aesthetic exhibition space to meet the demand of business needs
    l Provide high security level of venue to stakeholder and visitors (Camera and access
    surveillance system)
    l Convenient and secure access and visitor route
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    l Provide the safety and healthy workplace which compliances with the Work Health
    and Safety Act 2011 (NSW)
    l Efficient and convenient internal staff communication tools
    l Adequate relax space and facilities for visitors
    l Available emergency rescue equipment
    l All buildings and equipment are maintained and renewal on time
    l High quality of staging, lighting and audio
    l Clean, safe and healthy environment which achieves the 5 Star Green Star Rating
    l Comfortable and safe seat
    l Exhibition manual should be updated on time
    l Human resource management system
    2.2 Management of technology and finance
    Core business of technology
    l Website content management of SOH
    l Authentic performance effect with synchronous audio loops and captioned
    l Online ticket sale and online consultant
    l The digital display of SOH on internet
    Facilities requirement
    l High standard of cyber security capability(secure network payment environment)
    l Automation system for ticketing and common question consultant automatic
    system
    l High level of digital platform
    l Using robots as consultants and tour guide for visitors
    l Advanced stage lighting and sound equipment
    Core business of finance
    The relevant core business activities of finance are examined as two parts bellow:
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    category Income Expenses
    Core business activities l
    l
    l
    l
    l
    NSW government
    grant
    Department
    Planning
    Environment
    Performance
    Precinct
    Private funding
    Other
    from
    of
    and
    l General operations
    expenses
    l Building activities
    expenses
    l Other expenses
    Facilities requirement l Procurement system
    l Budget management system
    l Income management system
    2.3 Management of business partners and risk
    Business partners management
    category Major partners Partners Sponsors
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    Business partners EnergyAustralia, Etilhad
    Airays, Mastercard
    Airbnb,
    G,H,Mumm,
    JCDecaux,
    Stan, Val
    morgan
    ARUP, Café
    Sydney,
    Honeywell and
    Judith Neilson
    Institute for
    Journalism and
    Ideas, K&L
    Gates, Mamamia,
    Quay Quarter
    Sydney, Wilson
    Parking, Yamaha
    Core business
    activities
    l Support the SOH reaching carbon neutrality
    (EmergyAustralia)
    l Co-organized event and competition (Etihad and Airbnb)
    l Cooperation in charitable activities
    l Funds and collection donate
    l
    Support media content creation and open new cinema
    audience channels (JCDecaux)
    l
    Cooperation of art performance and building scientific
    research
    Facilities
    requirement
    l
    l
    Sponsorship management system
    SOH information and category management system
    l Donation management and store system
    Risk management
    Risk Building risk Financial risk People risk
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    Core business
    activities
    l SOHP
    maintain
    l Theatre and
    event
    l Venue hire
    l Production
    services
    l Building
    operation
    l Marketing
    l Staff salary
    l Grant
    management l
    Procurement
    l Partnerships
    l Staff
    workplace
    environment
    l Visitor
    emergency
    Facilities
    requirement
    l Human resources risk management system
    l Building risk management system
    l Financial risk management system
    l Emergency risk management system
  2. Existing FM organisation and FM infrastructure
    3.1 FM Organization
    The Sydney Opera House is iconic worldwide, attracting millions of visitors annually
    for its iconic architecture, sightseeing, and theatre. An estimate of 4.5 million people
    visits the Sydney Opera House, including over 1,500 events annually. The sales amount
    to over AUD 53.11 million annually before including sponsorships and endorsements.
    Commercial activities have increased since the 1990s with retail, performance activities
    and shows, food, exhibitions, and beverages rising in popularity at the facility. The
    facility also nets around AUD 47.52 million in government grants and a further AUD
    26.55 million annually in maintenance grants (Mitchell & Schevers, 2006). The Sydney
    Opera House is an iconic business whose facilities are valuable, and a business model
    is sustainable to warrant an FM audit.
    The audit can help in understanding the facility’s assets and their effective use to
    generate revenue for the facility.
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    The FM organizational set-up for the Sydney Opera House is one central organization.
    It is located at the centre of Sydney Harbour in Sydney, New South Wales, Australia
    and borders Sydney Harbour Bridge. Other facilities within its surrounding area include
    Government House Gardens, Sydney Conservatorium of Music, and the Museum of
    Contemporary Art with the latter being farthest. These design factors make the Sydney
    Opera House more attractive and strategically located. The business alignment of the
    Sydeny Opera House to the Sydney harbour makes it attractive to both local and
    international visitors.
    3.2 Facility Assets
    In 2013, the facility was estimated to be worth AUD 4.6 billion. Additionally, the opera
    house contributes AUD 775 million annually to the Australian economy (Sanchez,
    Hampson, & Mohamed, 2015). The Sydney Opera House has generated massive
    revenues to the tune of AUD 100 million, gained from direct sales, sponsorship, and
    services. The facility is an asset in this regard, primarily through space for sales, the
    brand name for sponsorships and endorsements, and facilities for extra events.
    Maintaining the facility, on the other hand, cost AD 32.3 million. One of the facility’s
    significant aspects is its roof, which is made of 1600 segments, each weighing
    approximately 10 tons (Sanchez, Hampson, & Mohamed, 2015).
    Additionally, there are 5,400 precast tile panels in the outer part of the roof. The
    magnificent design has its highest point roof 67 meters above sea level. The facility has
    10,000 tile bolts, which have an accuracy of 3mm, which allowed for the pre-setting
    and fixing of brackets before lifting tile lids (Sanchez, Hampson, & Mohamed, 2015).
    These elements of the infrastructure make the facility increasingly costly.
    All assets at the Sydney Opera House are identified through a bar code system that
    makes them easy to manage. There are over 7,500 assets on the facility, which
    necessitates an annual audit of the assets (Akhurst & Gillespie, 2006). The maintenance
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    services for the Sydney Opera House assets are categorized as either preventative or
    corrective maintenance for the assets to keep the assets in a good state for the visitors
    and participants in different events. The facility creates approximately 200 weekly jobs
    in the maintenance of the assets alone. The participants and visitors to the Sydney Opera
    House are considered critical resources for the business. An estimated 1,500
    performances occur on the facility annually, with 1.1 million attendants as patrons and
    an extra 1,000 events that are not performance-related events (Akhurst & Gillespie,
    2006). In total, the human asset in attendance nets 4.5 million annually.
    3.3 Facility Support Services
    The most important support services are building information systems that help
    preserve information on the facility and detect any weaknesses that need maintenance.
    Digital models and floor plans are part of this system. Other integrated systems include
    emergency response systems, health emergency systems, and integrated guest
    information systems. Processes and systems at the Sydney Opera House form a core
    part of FM’s support services (Mitchell & Schevers, 2006). They help ensure that large
    numbers of people visiting the house have their data accessible while protecting them.
    They ensure the facility is maintained and areas that are worn out identified. Other
    digital systems, such as systems for booking space and systems for checking in, are also
    part of the support services. Support services also help in simulating wear and tear to
    ensure the effective maintenance of the facility. As it is starting to get old, the Sydney
    Opera House needs consistent maintenance to maintain its status as a basis of the
    economy. Intelligent systems are also an essential part of the support services vital in
    FM. Such systems include power cuts in fire, emergency evacuation triggers, alarm
    triggers, and a central database operations centre system.
    3.4 Assumptions
    In FM for the Sydney Opera House, financial and operational assumptions are critical.
    The first critical assumption is that the facility is fully occupied all year long. This helps
    to manage the flow of people while undertaking services like maintenance. The FM for
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    the Sydney Opera House also assumes that the Australia Facility Management
    guidelines are followed, including evaluation and assignment of the facility for use. The
    facility is assumed to be well run logically with decisions made in a clear structure, and
    the facility’s services optimally maintained and delivered. The financial assumption is
    that costs at every stage can be presented in a lumpsum manner. Inflation and other
    economic uncertainties can be predicted in the cost and revenue valuation. The Sydney
    Opera House is an increasingly attractive facility maintained with the government’s
    support over time. The assumption is that this support continues through the FM period
    and that the events remain constant. There is an assumption that no unexpected events
    interrupt the activities at the Sydney Opera House.
    Reference:
    Akhurst, P & Gillespie, N 2006, Sydney Opera House Facilities Management
    Exemplar Project, viewed 13 October 2020,
    RCP-_Sydney_Opera_House_FM_E xemplar_Project.pdf>
    Annual report of Sydney opera House Financial Year 2018-2019
    Atkin, B & Brooks, A 2015, Facility Management, Total facility management, United
    Kingdom.
    Mitchell, J & Schevers, H 2006, CRC Construction Innovation ,Sydney Opera House:
    facilities management exemplar, CRC Construction Innovation, viewed 13 October
    2020,

    .
    Sanchez, AX, Hampson, KD, & Mohamed, S 2015, ‘Sydney Opera House case study
    report’, Sustainable Built Environment National Research Centre.
    14
    Sydney Opera House 2018, Artistic Strategy 2018-2021, Sydney Opera House, viewed
    9 October 2020,
    .
    Sydney Opera House 2019, Annual report of Sydney opera house financial year 2018-
    2019, company report, Sydney Opera House, viewed 11 October 2020, < https://www.sydneyoperahouse.com/content/dam/pdfs/annual-reports/2018-19_Sydne y%20Opera%20House%20Annual%20Report_LR%20Spreads.pdf >.
    Sydney Opera House 2020, Environmental Action Plan 2020-23, Sydney Opera
    House, viewed 10 October 2020,
    .
    Sydney Opera House 2020, Environmental Sustainability, Sydney Opera House,
    viewed 10 October 2020,
    https://www.sydneyoperahouse.com/general/corporateinformation/environmentalsustainability.html.

Sample Solution

ACED ESSAYS