Sydney Opera House Environmental Sustainability Plan - Case Study Example

Sydney Opera House Environmental Sustainability Plan Table of Contents Sydney Opera House Environmental Sustainability Plan 1 Table of Contents 1 Executive summary 2 Introduction 2 The framework 3 Progress and updates 4 Conclusion 10 References 11 Executive summary Sydney Opera House has been the center of attraction among performing art lovers throughout the world. It is also credited for being one of the most photographed sites in the world. Considered as a world heritage site, the House has been in news lately for its sustainability efforts and in particular Environmental Sustainability Plan (ESP). This report focuses on this plan, follows its progress through the last few years and looks into updates that have been made into it. Introduction Jorn Utzon's 20th century's marvel, the Sydney Opera House, has not only changed the cultural and creative landscape of Australia, but has also taken in its stride long-term strategic goals of creating a sustainable and vibrant landmark of the country. The House, in the recent years, has envisioned harnessing on such sustainable means that not only do safeguard the needs of the present generation but also help conserve resources so that the same can be used effectively and easily by the next generation. The idea is to help next generation have access to the same resources and opportunities as the present generation has. In doing so, Sydney Opera House acknowledges that it is the great economic, moral and social responsibility of this time to look into issues of dwindling natural resources, climate change and environmental degradation. In this direction Sydney Opera House has taken up the task of integrating environmental sustainability into every activity that happens at the House so that its environmental impact is reduced. To bring this motto in motion, Sydney Opera House unveiled its first Environmental Sustainability Plan a few years ago. It outlined the plan of action until June 2013. The main outlay of the plan was to see Sydney Opera House as a center of performing arts that also dubs as a global leader in sustainability. The plan was built such that it becomes part of New South Wales (NSW) Government's vision to achieve carbon neutrality by 2020. When the plan was unveiled, Sydney Opera House's Chief Executive, Richard Evans remarked that the plan was not just about what the House intends to do, but was about how it would do it and what will be the targets to be achieved (Evans, 2010). The framework The Sydney Opera House Environmental Sustainability Policy has provided a clear framework meant to be used to improve environmental performance of the House. The policy has been drafted to monitor performance and review it continually, keep people updated about the progress made every year, hold a yearly executive level assessment of the performance achieved, explain accountabilities clearly, keep stakeholders and staff well-communicated and define, disseminate and achieve the objectives pertaining to sustainability once every three years, plus devise a system that looks into event management in a sustainable manner, establish and identify practices that aid in achieving government policy, environmental legislation and industry standards requirements. One of the most important strategic goals of Sydney Opera House is to project Bennelong Point in the most contemporary yet sustainable manner. In order to achieve this, it plans to influence and engage its stakeholders – which include presenting, corporate and commercial partners – to improve its sustainable performance. The Sydney Opera House staff and policy makers believe that there could be no other landmark in the world as befitting for this type of initiative as this. The House sees performers and visitors in hordes from around the remotest corners of the world, and thus sets out an impressive platform to communicate and demonstrate issues and practices about developing a sustainable future. Progress and updates The Sydney opera House has so far pursued the progress on energy consumption reduction by making desired modifications in air conditioning and lighting systems. This has also included campaigns highlighting such need through several educational means. New recycling streams have been introduced to address waste to landfill incorporating several sustainability principles. Also in place has been an action plan, of course sustainable in nature, for the pedestrian safety and vehicle access into the House precincts. In 2011 a sustainable model on event management system was introduced and to oversee the progress on the same an event manager was appointed. This was done in order to make House events go green; the progress is expected to continue till 2013. In 2011, again, the House partnered with Origin, which purchased 10 percent GreenPower for the House. It must be noted that one of key imperatives of NSW is to reduce carbon emissions so that dangerous environmental trends on account of rising pollution levels are checked to some extent. Keeping this imperative of NSW Government in view, the House has an achievable target until June 2013 which includes reduction of electricity usage by 15 percent, and bring into force an effective plan for a low carbon future. To meet the electricity-related target, actions have been divided into three segments. One, carry out efficient upgrades in the building that help save energy; two, implement programs that behave in an energy-efficient manner; three, keep NABERS 4.5 star rating target for House office tenancies. For the second target on achieving low carbon future, two actions have been prefixed. One, measure annual carbon emissions and communicate the same to public and stakeholders on a yearly basis; two, explore offset options that are low carbon in nature. Similarly, the plan expects either reuse or recycling 70 percent of the precinct's waste while reducing by 15 percent the metered water usage by June 2013; taking 2005-2006 values as baseline. The following chart explains the results and targets of the ESP 2011 onwards thus providing key performance indicators. ESP Results and Targets Results 2011 Target 2011 Target 2012 Target 2013 Electricity 9.5 percent 5 percent 10 percent 15 percent Waste 27 percent 23 percent 43 percent 70 percent Water x -14 percent 5 percent 10 percent 15 percent The Sydney Opera House's ESP is a being hailed as a novel concept on sustainability as this is one of its kind initiatives that aims to link performing arts with environmental responsibilities. And the plan has actually been reaping accolades for the same. The NSW Government has already received Bronze Partner status for the same, for the last 5 consecutive Annual Earth Hour days the lights were dimmed here, and the NSW Government has already provided grants worth $890,000 through its Building Retrofit Program. This grant was provided so that lighting control systems could be computerised to reduce energy usage (Sydney Opera House, 2011). The Sydney Opera House has created a vision that applies to everything that is being done at the House. This is to ensure that ESP takes a "wholistic" approach and embeds the environmental concerns throughout the organisation. The "wholistic" apporach fell within the purview of Objective II of the plan and comprised of several actions falling under different targets. For example, implementation of the House's recycling and waste reduction was intended to recycle or reuse 70 percent of the organisation's waste. Water Saving Action Plan was mooted to reduce usage of drinking water by 15 percent, which is being carried on concurrently with reviewing non-drinking water use opportunities. Two more far-sighted visions created were "Buy Green" and "Build Green" concepts, which corresponded with actions of reducing usage of paper by 10 percent and at the same time, increase the usage of recycled paper. Not only this, in all contracts and procurement processes specific emphasis is being laid on keeping stringent watch on the environmental sustainability components. On “building green” Sydney Opera House, rules have been formulated implement and develop principles related to sustainable design, renewal, maintenance and development. Care is being taken to see that key building maintenance practices and materials' life cycle are investigated on a continual basis. In order to create "Green Events" green theatre technologies are being investigated and sustainable events initiatives are developed. On compliance front, all initiatives and actions taken are periodically checked for their adherence to government/ licenses’ policies and environmental legislation. In the same manner risk management plans are assessed along with studying vulnerability on climate change. The House has also taken initiatives at its staff level in what it terms as "engaging and inspiring" objective, which is the last of its three objectives. Australia prides in having the Sydney Opera House and considers it its cultural identity and life. In other words, it runs through its veins and in ESP the House finds an opportunity to inspire and engage others towards taking a step in the direction of environmental impact reduction. The aim is to set a positive example for the nation and outside of it through millions of foreign guests who arrive either to visit this heritage site or perform here. An estimated 7.4 million guests are received by the House every year and the site is not only a world heritage site but also Australia's landmark of state and national pride (David, 2007). Boasting of 7 performing venues, it would not be an exaggeration to say that the centre is one of the busiest in its category throughout the world all through the year. In 2009 alone the House was witness to as many as 1,667 performances and the number of people who visited it by way of guided tours touched 320,000 (Sydney Opera House Trust Annual Report, 2009). The average annual revenue for Australia and NSW touches US dollars 1.07 billion and the centre provides direct or indirect jobs to as an estimated 13,000 people (Gillespie Economics and BDA Group, 2008). It is these people who are supposed to address ESP's third objective which expects the House's staff to be engaged by roping in leadership and developing strategic direction through a culture of environmental consciousness. The House creates engagement activities and implements staff training after careful deliberation and development on the same. The awareness of such culture has a reciprocal effect on visitors and audiences that become part of the house every now and then. This is done by frank and free communication on the progress made by the House in sustainable direction which, in turn, raises its environmental reputation. These visitors and audiences get a first-hand experience of the initiatives that the House communicates. Performing and other arts are also used as a tool to communicate the environmental message and the primary focus of such communiqués is that environmental concerns are strongly embedded in whatever is done at the House. Another target of this objective is to enter collaborations with commercial partners who can act as vital contributors. These partners are expected to adhere to and aid in following the green initiatives for mutual benefit. The collaboration also extends to educational institutions, neighbours, peers and industry association, while looking for newer opportunities that could take shape of effectively new collaborations. This year in August the House got a shot in the arm when Senator Don Farell, presented certificates to the Sydney Opera House Trust for the job it has been doing, while giving it permission from the Australian Government to recycle the iconic building's fluorescent lights. Farell is the Parliamentary Secretary for Sustainable and Urban Water. This way the House joins FluoroCycle, which is the national recycling scheme in Australia. While granting it permission to recycle fluorescent lights, Farell remarked that this would help reduce the mercury levels in the environment that enter the environment through mercury-containing lighting disposal (Environment.gov.au, 2012). Previously a number of updates have been made on the ESP and most of them have been already incorporated in the subsequent years. For example, upgrades were made to Telephony Research Project until March 2010. This paved way for an exit of three separate telephone systems and entry of single one on a unique network. Immediate benefits that were felt included improved self-service by customers, effective utilisation by around 60 percent of callers on items requested frequently like shows, tours, and parking. The upgrades provided great reprieve to staff by helping them retain their extensions even while on move within the House precincts. Technologically the staff could expose themselves to more useful updates through InTouch, which is the staff intranet (Williams and Evans, 2010). Conclusion Sydney Opera House is a beloved landmark on Australian landscape, which has to its credit impeccable contribution in the field of performing arts. However, recently, it has also been hailed for its contribution towards environmental sustainability. Probably no other center in the world has done as much on sustainability as it has talked about it. The House is an active pursuant of the environmental sustainable plan that it created a few years ago. References David, B. (2007). Opera House wins top status. Retrieved http://www.smh.com.au/news/travel/opera-house-wins-top-status/2007/06/28/1182624058781.html. Accessed November 09, 2012. Evans, R. (2010). Environmental Sustainability Plan June 2010 - June 2013. Retrieved http://www.sydneyoperahouse.com/uploadedFiles/About_Us/Ad_Hoc_Information_Pages/Microsoft%20Word%20-%20ESP%20Summary%20Final%20for%20printing.pdf. Accessed November 09, 2012. Environment.gov.au. (2012). Sydney opera house lights to be recycled. Tertieved http://www.environment.gov.au/minister/farrell/2012/mr20120809.html. Accessed November 09, 2012. Sydney Opera House. (2011). A vibrant and sustainable site. Retrieved http://www.sydneyoperahouse.com/uploadedFiles/About_Us_(new_nav)/Sydney_Opera_House/Annual_Report/A%20Vibrant%20and%20Sustainable%20Site.pdf. Accessed November 09, 2012. Sydney Opera House Trust Annual Report 2009, p.7. Retrieved http://www.sydneyoperahouse.com/uploadedFiles/About_Us/Microsoft%20Word%20-%20ESP%20Summary%20Final%20for%20printing%20update%208%20June%202010.pdf. Accessed November 09, 2012. Gillespie Economics and BDA Group (2008), Economic Activity of Australia’s World Heritage Areas, Report to the Department of the Environment, Water, Heritage and the Arts. Retrieved http://www.sydneyoperahouse.com/uploadedFiles/About_Us/Microsoft%20Word%20-%20ESP%20Summary%20Final%20for%20printing%20update%208%20June%202010.pdf. Accessed November 09, 2012. William, K., Evans, R. (2010). Your House Annual report 09/10. Retrieved http://publications.nsw.gov.au/pub/158/4cc/1584cccbd3485f0a7a45ebfbc34f3e2b2f07d70f/document.pdf. Accessed November 09, 2012. Read More