Sydney Opera House Environmental Sustainability Plan · PDF fileSydney Opera House...

Envi

ronm

entSydney Opera House

Environmental Sustainability Plan2017ndash19

3

Sydney Opera HouseEnvironmental Sustainability Plan2017ndash19

Con

tent

s

CEO Message 5

Who We Are 6

Our Story 8

Our Achievements 10

Sustainability in the Decade of Renewal 12

Environmental Sustainability Plan 2017ndash19 14

Energy 16

Water 17

Materials and Procurement 18

Waste 20

Climate Change 22

Transport 23

Nature 24

People 25

Manage Risk 26

Embed in our Business 28

Partners 30

Audience and Visitors 32

More Information 35

Louise Herron AM Chief Executive Officer

I am delighted to present the Sydney Opera Housersquos third Environmental Sustainability PlanSustainability is in our DNA For thousands of years the local Gadigal people ensured the preservation and sustainability of their food sources Building on this Joslashrn Utzonrsquos design of the Opera House has been extensively recognised as being ahead of its time by incorporating sustainable design It is fitting we continue their legacy

Our first Environmental Sustainability Plan (ESP) was launched in 2010 and we are proud of what we have achieved since then For example

4 Star Green Star Performance Rating from the Green Building Council of Australia (GBCA) putting the Opera House among a select few World Heritage buildings globally that have achieved green certification The award received extensive media coverage highlighting the importance and public interest in sustainability at the Opera House

Increasing recycling of our operationrsquos waste from 20 to 65

Vivid LIVE being carbon neutral for the past two years and

Saving more than $1 million in electricity costs through energy efficiency projects

Joslashrn Utzon believed that efficiency was beauty Efficiency is also good for business Continued focus on the beauty and efficiency of sustainability is an important part of our Decade of Renewal which began at our 40th anniversary in 2013 and will run to our 50th in 2023

This 2017-19 ESP will build on these strong foundations and sets ambitious targets Some examples which touch all areas of the business

Achieve 80 recycling rate for renewal project construction

Achieve 60 recycling of operational waste by year 3 of the plan

Improve the rate of sustainable transport use by staff

Increase awareness and the rate of environmental hazards and minor incident reporting and

Hold four Ideas at the House events per year with sustainability themes

This will build towards our aim by our 50th anniversary in 2023 to

Achieve 85 recycling of operational waste Achieve and maintain a 5 Star Green Star

Performance Rating from the GBCA Work with partners to become a certified

carbon neutral organisation

This is important work As custodians of a building that has become a symbol of contemporary Australia what we do matters This ESP seeks to honour that responsibility by embedding environmental sustainability in everything we do and inspiring greater community environmental awareness

I urge you to read the plan and look forward to continuing this important work towards a sustainable future together with our staff partners and community

5

Our VisionTo be as bold and inspiring as the Opera House itself

Our MissionOur Mission is two-fold

1 To care for and renew the Opera House for future generations of artists audience and visitors and

2 To inspire and strengthen the community through everything we do

Our Values Creativity Be bold and innovative

Excellence Make it the best

Collaboration One team

Accountability Own it

W H O W E A R E

7

larr Royal Botanic Gardens Photo by Joanne King a finalist in the lsquoInspired by Naturersquo photography competition 2016

O U R S T O R Y

Tubowgule and the Gadigal The setting of the Opera House comes with its own rich and ancient heritage Known to the local Gadigal people as Tubowgule Bennelong Point was for thousands of years a special meeting place for sharing stories songs and food

Tubowgule was a gathering place with an abundant source of shellfish A large midden or a mound of empty shells was created through putting shells and fish remains in large piles that over time grew up to be several metres high Each layer of the midden recorded the most recently harvested food so that the next fishers could check to ensure they did not harvest the same seafood This ensured the preservation and sustainability of the harbourrsquos seafood resources

Imagining an Opera House The Opera House was conceived with sky-high ambitions ndash nothing less than to lsquohelp mould a better and more enlightened communityrsquo to use then-NSW Premier Joseph Cahillrsquos words ldquoSurely it is proper in establishing an opera house that it should (be) an edifice that will be a credit to the State not only today but also for hundreds of yearsrdquo Cahill went on to say in 1954

The Sydney Opera House is a building inspired by nature UNESCOrsquos 2007 World Heritage listing recognises Joslashrn Utzonrsquos lsquomasterpiece of human creativityrsquo as lsquoa great urban sculpture set in a remarkable waterscape at the tip of a peninsularsquo hailing its design as lsquoan extraordinary interpretation and response to the setting in Sydney Harbourrsquo That bedrock was reflected in the 2002 Utzon Design Principles which underline the inspiration Utzon drew from the buildingrsquos harbour setting and naturersquos organic forms colours and light

The building includes many pioneering features now recognised as sustainable design Created with a 250-year lifespan in mind the buildingrsquos finishes were kept to a minimum typified by the exposed concrete within the shells Utzon sourced many local materials including the NSW timbers used in the Concert Hall and the Australian pink granite used throughout to reflect the context of the harbour headlands The original cooling system innovative at the time efficiently uses sea water to cool the building

ldquoThe setting of the Opera House

comes with its own rich and ancient heritage Known to the

local Gadigal people as Tubowgule Bennelong Point was for thousands of years

a special meeting place for sharing stories songs and food

rdquo9

larr The two Red Gums standing on edge of the Bennelong Lawn are believed to be the only remnant vegetation on Bennelong Point present when the first fleet arrived Imagine the stories they could tell Photo by Jacquie Manning

Since 2010 with our first ESP we have achieved the following

Sustainability tours for over

Staff planted 1000 trees in 2016 towards a

carbon neutral Vivid LIVECarbon neutral productionsVivid LIVE 2011 12 15 16All About Women 2016For Thought Hope for the Planet 2016Get Grubby Ecomusical 2016

Developed a pilot

Get Grubby Carbon Footprint Videoa video education resource for primary aged students

11

7

Launched SEALs

A shift in staff behaviour

Earth Check accreditation of environmental management processes in 2016

Airbnb Joined as a Sustainability Partner in 2015

Less electricity

$1 million in electricity savings since 2010

G R E E N B U I L D I N G

E M B E D

Food wasterecycling introduced

From 2 to 8

Recycling streams

OzHarvestedible food donations

(Sustainable Environmental Action Leaders) a group of staff Green Champions 12 active members Paper diets Switch off Engaging talks

Recycling rates up from

2065to

One of the few heritage buildings in the world to achieve this rating

Green Building Council of Australia

Green Star Performance4 Saved

in energy use while improving performance and safety via an innovative lighting upgrade

75Award-winning Concert Hall

lights

Our

Ach

ieve

men

tsI N S P I R E

have watched world-renowned sustainability thinkers and productions at the House

online views of talks and productions free of charge

39100

123500

Green GlobesNSW Government Green Globe awards in 2014 and 2015

students peers and audiences

Learning Legacythrough 8 student internships

2

6 0 0

8 FY201516 recycling percentage by weight calculation general waste actual weight Mixed recycling site specific density x bins minus

5 contamination Organics site specific density x bins minus 5 contamination Other streams (cardboard office paper e-waste lights toners amp polystYr ene) industry average density (BBP) x bins no contamination rate applied

The electricity baseline average electricity use 200304-200708 Carbon neutral events are calculated in line with the National Carbon Offset Standard (NCOS)

Official carbon neutral events certification has not been sought due to certification cost

S U S T A I N A B I L I T Y I N T H E D E C A D E

O F R E N E W A L

Our PlanThe Sydney Opera Housersquos Decade of Renewal has begun Leading up to our 50th birthday in 2023 we are working with vision and focus to renew the building organisation and our art and experiences

In line with the Opera House Renewal this sustainability plan sets ambitious targets for our 50th birthday

By 2023 we will

ESP 17-19

Focus Areas

Reduce our energy use by 20 from baseline

Our BuildingGreen Building 5 Star Green Star Performance

Energy Efficiency

Water

Manage Risk

Achieve 85 recycling of operational waste

Our OrganisationEmbed efficiency responsibility and care

Materials

Waste

Embed in Business

Achieve and maintain 5 Star Green Star Performance Rating from GBCA

Art and ExperiencesInspire community environmental awareness

Climate Change

Transport

Partners

Nature

People

Audiences and Visitors

Work with partners to become a certified carbon neutral organisation

13

larr Opera singer in Plant Room 1 with the original innovative air conditioning system which efficiently uses seawater to cool the building Photo by Daniel Boud

The electricity baseline has been modified from the current ESP baseline of 200001 to the average electricity use over the five years before Sydney Opera House commenced energy efficiency projects ndash 200304-200708 This approach is in line with the GBCA Performance energy baseline Compared to the new baseline we have achieved 7 energy saving to date

Aim to achieve carbon neutral organisation certification under the Australian Governments National Carbon Offset Standard

E N V I R O N M E N TA L S U S T A I N A B I L I T Y

P L A N 2 0 1 7 ndash 1 9

The ESP 2017ndash19 provides an achievable roadmap towards our 2023 Renewal targets

It has three overarching principles centred on the pillars of Opera House Renewal

Our Building Achieve a 5 Star Green Star Performance rating

Our Organisation Embed efficiency responsibility and care in all we do

Our Art and Experiences Inspire community environmental awareness

To achieve these goals the ESP has 12 Focus Areas in which these principles will be applied

These focus areas their objectives Key Performance Indicators (KPIs) strategies timelines and responsibilities are outlined in the following sections

larr Sydney Opera House sails have a self-cleaning surface reducing the need for maintenance Photo by Jaideep Chaudhary a finalist in the lsquoInspired by Naturersquo photography competition 2016

15

O B J ECTIVE KPI S TR ATEGY TIM E LIN E R ES P O N S IB ILIT Y

Maximise operational savings through energy efficiency

14 saving from revised baseline by 2019

Metering and monitoring upgrades as part of the BMCS project (Yr 1)

Heating Ventilation and Air Conditioning (HVAC) projects and tuning (Yr 1-2)

Measure and verify energy savings from upgrade projects (Yr 2)

Energy efficiency targets in each Renewal Project (Yr 1-3)

Energy audit after HVAC projects are fully implemented (Yr 3)

Seek ways to share information on energy use and savings with staff venue hirers patrons and visitors (Yr 1-2)

Energy star ratings for fitouts and equipment equal or above NSW Government Resource Efficiency Policy (Yr 1-3)

Peak energy strategy developed (Yr 1)

Yr 1-3 Director Building

E N E R G Y

Joslashrn Utzon believed that efficiency was beauty Efficiency is also good for business Since our first Environmental Sustainability Plan was launched six years ago we have saved more than $1 million in electricity costs through energy efficiency projects This ESP targets further energy and water savings to make the Opera House more resource- and cost- efficient


Work to understand water use to develop actions towards greater efficiency

Detailed water audit Detailed water audit including amenities kitchens monitoring fire systems and rainwater reuse opportunities The audit will include improvement projects and recommended ways to measure and achieve best practice water efficiency

Yr 1 Director Building

Implement at least two actions from the water audit

Implement high priority actions from the water audit

Water efficiency ratings for fitouts equal or above NSW Government Resource Efficiency Policy (Yr 1-3)


Review of water targets

Continue to refine measurement and benchmarks for best practice water management on site using attendance data


W A T E R

Water use at the Opera House has been steadily increasing in line with our increasing numbers of audiences and visitors This ESP aims to ensure that the Opera House uses water resources efficiently while delivering high quality services to our more than 8 million visitors each year

17

uarr Equipment upgrades and monitoring of the Opera house air conditioning system are key to our future energy saving strategies Photo by Filippo Dall Osso

uarr Water use in the fountain at the entrance of Sydney Opera House Photo by Andew Kagis (Big Lens Little Lens) a finalist in the Inspired by Nature photography competition 2016

The electricity baseline has been modified from the previous ESP baseline of 200001 to the average electricity use over the five years before Sydney Opera House commenced energy efficiency projects ndash 200304-200708 This 5-year average baseline provides a more accurate baseline and is in line with the GBCA Performance Rating energy baseline Compared to the new baseline we have achieved 7 energy saving to date

18

O B J ECTIVE KPI S TR ATEGY TIM E LINE R ES P O N S IB ILIT Y

Work within existing procurement frameworks to embed efficient and responsible resource use

A sustainable procurement framework approved by Procurement Review Panel

Create an integrated framework for sustainable procurement that promotes positive social environmental and economic impacts and encourages innovation to promote greater shared value

Yr 1 Chief Financial Officer (Head of Procurement)

Implement the framework principles in three key consumable materials contracts

Review consumable contracts and identify three contracts with significant environmental or social opportunitiesimpacts that will be reviewed or modified within the three-year period Implement the sustainable procurement framework in these contracts

Yr 2-3 Chief Financial Officer

Director Building

Implement framework principles in three key building projects or contracts

Review building contracts and identify three contracts with significant environmental or social opportunitiesimpacts Implement the sustainable procurement framework in these contracts

Engage and share ideas with existing large contractors and partners on their implementation of sustainable procurement principles

Develop and approve a sustainable heritage materials sourcing strategy


10 reduction in office and marketing paper use

Implement paperless workflow software (Yr 1)

New printing contract to provide paper saving technology (Yr 1)

Staff-engagement opportunities to reduce paper use (Yr 1-3)

Review hard-copy archive management to reduce costs and resources from paper storage (Yr 2)





Yr 1 Chief Financial Officer

Director Engagement amp Development

90 office paper with at least 50 recycled content

Review paper purchase at time of printing contract


5 reduction in single use plastic within the Opera House precinct

Develop lsquono plastic bagrsquo policy to avoid impacts on our marine environment (Yr 1)

Engage with retail partnership and events to implement policy across the precinct (Yr 2)

Survey single use plastic on site to develop a baseline (Yr 1)

Work with food and beverage partners to consider opportunities to reduce single use packaging and monitor progress against baseline (Yr 2-3)

Staff behaviour change initiatives to reduce single use packaging

Yr 1-3 Director Visitor Experience

baseline average of FY2014-16 use

M A T E R I A L S A N D P R O C U R E M E N T

The Opera House aims to ensure that the goods and services we buy have the lowest environmental and the most positive economic and social impacts feasible This strategy aims to generate benefits not only to the organisation but also for our community and the overall economy whilst minimising

damage to the natural environment

19

larr

Steve Tsoukalas Opera House employee of 47 years cleaning the bronze handrails with olive oil This technique developed by Steve protects the heritage materials is safer and is better for the environment Photo by Filippo Dallrsquo Osso


Work towards best practice operational waste recycling and reporting

Operations waste recycling targets by weight Yr 1 50 Yr 2 55 Yr 3 60

New waste contract implementation Organic waste recycling implementation review and continual improvement


Food and beverage education incentives and contractual operations embedded to reduce waste and improve recycling performance


Achieve Gold Standard Better Buildings Partnership Operational Waste Guidelines Part E Waste data integrity rating protocol

Work with cleaning and waste contractors to improve waste reporting reliability in line with Better Building Partnership guidelines Achieve silver standard data integrity (Yr 1) gold standard (Yr 3)


Best practice recycling in construction and refurbishment

80 recycling rate for renewal project construction

Renewal scope and contracts for construction to include industry best practice recycling targets


60 recycling by weight of waste from other refurbishment and minor works projects

Include reduction of demolition waste at end-of-life interior fitout as part of interior-design brief contracts Refurbishment waste-management plan approved Contract clauses relating to waste from refurbishment reviewed and implemented Collect waste data from all construction projects


Responsible disposal of classified waste

One audit per year of classified waste management and disposal from building projects

Ensure responsible management and disposal of classified waste is included in all building contracts Implement a schedule of project audits involving classified waste disposal management


Expand recycling services

Large and irregular item reuse and recycling initiatives at least once per year

Regular largebulkyunusual recycling collections implemented at least once per year Develop links and partnerships to find innovative strategies to donate reusable items to benefit community and not for profit organisations

Y1-3 All Directors

larr

Rokia Hussein Cleaning Supervisor with cardboard baled for recycling Cardboard is one of the Opera Housersquos 8 recycling streams Photo by Filippo Dallrsquo Osso

W A S T E

The waste generated by the Opera House precinct including our food and beverage tenancies is one of our

most significant environmental impacts ndash and also the most challenging to address We seek to track our waste and work with tenants staff and contractors to

reduce the waste we send to landfill

21


Achieve National Government targets on climate change

7 reduction in carbon footprint by 2019 in line with National Target

Measure verify and report publicly on our carbon footprint every year


Plan for carbon neutral 2023

Carbon reduction strategy towards being carbon neutral by 2023

Carbon reduction strategy to assess least cost maximum shared benefit method to reduce and offset greenhouse emissions towards being carbon neutral by 2023 (Yr 1)

Seek innovative means and partners to support the Opera House achieving carbon neutrality in line with the National Carbon Offset Standard by 2023 (Yr 2-3)

Yr 1 Director Building Director Engagement amp Development

Increase preparedness and resilience to climate change impacts

Climate change resilience Strategy

Develop risk-assessment and risk-management strategy to address long-term impacts of climate change on building and business

Identify and seek funding for additional studies required

Embed resilience and factor in NSW Government climate change policies and forecasts in Renewal projects

Yr 2 Director Safety Security amp Risk

National Target at time of printing is 26-28 reduction by 2030 from 2005 levels

C L I M A T E C H A N G E

To leave a safe and prosperous environment for future generations we must take collective actions now to address climate change As an icon of Australia the Opera House has an opportunity and responsibility to seek a least-cost maximum-benefit path towards a net-zero emissions


Seek opportunities to encourage sustainable transport choices for staff and visitors

One best-practice sustainable transport initiative for staff andor visitors per year

Sustainable transport plan initiatives that support the renewal transport plan and health and wellbeing initiatives Sustainable transport initiatives to take away barriers to choosing alternatives to single passenger car transport


Director Building

Improve rate of sustainable transport use by staff

Choice of transport measured through transport survey (Yr 1 and Yr 3)

Undertake staff-engagement initiatives to encourage transport other than single-passenger cars

Yr 1-3 Director People amp Culture

Best-practice bike parking included in Renewal

Best-practice bike parking requirements included in scope for delivery of Renewal


uarr The Shuttle Bus from Circular Quay supports less mobile audience members to continue to use public transport when they visit the Opera House Photo by Filippo Dallrsquo Osso

T R A N S P O R T

The objective to promote sustainable transport has been included in the ESP for the first time driven by staff interest This focus area aims to encourage wellbeing and environmental outcomes through promoting active transport to the Opera House

23

uarr Tree Planting to contribute to offseting Vivid LIVE 2015 All About Women 2016 and Get Grubby 2016 1000 biodiverse native seedlings were planted by Opera House staff at Mt Carmel Retreat in April 2016 Photo by Daniel Boud


Protect our surrounding environment

No significant impacts on surrounding water quality

Effective management monitoring and audit of all operational discharges to stormwater or marine environment


Stormwater and litter-management plan

Develop and approve stormwater and litter-management plan to minimise pollutants from stormwater including litter reduction (Yr 1) Implement actions from the plan (Yr 2-3)


Biodiversity policy Develop a biodiversity policy to outline how we interact with flora and fauna on site (Yr 1)


Connect with and enhance nature

One natural-environment engagement activity for staff andor visitors per year

Undertake initiatives that increase the awareness and understanding of the Opera House and its connections to nature Seek to work partners to increase understanding of the marine environment around Bennelong Point for staff and visitors

Yr 1-3 Director Tours amp Experiences

One initiative to enhance the natural environment or biodiversity per year

Seek strategic partnerships and opportunities to enhance the natural environment aligned with SOH vision enterprise strategy and broader ESP targets

Yr 1-3 Director Building Director Engagement amp Development

N A T U R E P E O P L E

The Opera House aims to further engage staff partners and visitors through initiatives to enhance and connect to nature

The Opera House recognises that the most successful environmental projects are those that also benefit people We aim to collaborate to support projects with win-win outcomes for staff audiences society as well as the environment


Improve indoor environment quality to enhance staff artist and audience health and wellbeing

Achieve more than 1018 points in the indoor environment quality GBCA performance tool

Review GBCA indoor environment quality requirements with building management teams and implement measures to demonstrate effective indoor environment quality management Indoor plants and connection to nature strategy Review other health and wellbeing benchmarks such as WELL rating system for opportunities to improve our indoor environment quality


Support health wellbeing and social good programs

One collaborative project with Heath Wellbeing or a broader social good program per year

Work with safety health and wellbeing reconciliation access and other social programs to collaborate on win-win projects for people and the environment


25

uarr Members of the Opera House Green Champions team (the SEALS) tree planting at Mt Carmel Retreat April 2016 Photo by Daniel Boud

uarr Planting 1000 trees with Greenfleet as a contribution towards carbon offsetting Vivid LIVE 2015 Mt Carmel April 2016 Photo by Daniel Boud

26


Embed an Environmental Risk Management Framework with Opera House processes

Environmental Management System in line with ISO140012015 fully implemented by 2019

Develop an Environmental Risk Management Framework (in line with ISO14001 2015) to manage environmental risk

Yr 3 Manager Environmental Sustainability

Six key actions in the Risk Management Action Plan completed per year

Develop procedures and tools in risk-priority order as per the significant risk-management action plan and embed in existing documents and processes

Yr 1-3 All Directors

Increase the number of environmental hazards and minor incidents reported per year

Foster a culture of proactive environmental hazard and minor incident reporting to ensure improvement and to reduce the risk of major incidents

Yr 1-3 Director Safety Security amp Risk

Internal environmental audit every two years

Undertake a program of internal environmental audit of ESP and environmental-risk management at least every two years

Organic waste recycling implementation review and continual improvement

Yr 1-3 Manager Environmental Sustainability

as assessed by internal audit not by external certification

M A N A G E R I S K

As a prominent icon in a sensitive marine environment the Opera House seeks to actively

manage environmental and reputational risks through developing systems processes and training to ensure that managing risks to the environment is embedded

in the way we operate

27

larr Sydney Opera House has systems in place to manage environmental risks such as litter or spills to the harbour Photo by Jack Atley

28


Accountability Annual reporting and review schedule implemented each year

Annual reporting and review schedule to be implemented annually This includes reporting to the executive and trust annual management review and annual public reporting

Develop measurements of financial and social co-benefits such as time saving and process efficiencies resulting from projects


Chief Financial Officer

Executive Team report annually on delivery of objectives of ESP

Executive to report to the CEO annually in performance review on how they supported ESP initiatives


All business unit plans to include ESP related actions

All business units to review ESP and include relevant actions in their Business Unit Plans

Opera House business planning templates to include a section for RAP commitments


Skills and training

Environmental training strategy developed by Yr 1

Develop a statement of competencies and behaviours required for general staff and key roles to address environmental risks and environmental sustainability opportunities (Yr 1) Determine and evaluate of the competencies of these key roles (Yr 1)

Yr 1 Director People amp Culture

50 of staff in identified key roles trained and 90 deemed competent in key competencies by Yr 3

Develop and deliver the appropriate training strategies to meet required competencies for general staff and key roles (Yr 2-3)


Awareness and engagement

Staff awareness and engagement strategy implemented annually

Develop and implement annual staff awareness and recognition program to support staff sustainable behaviours The program will reward behaviours that improve Opera House ESP performance focusing on both onsite and offsite staff Engagement program will be delivered in collaboration with the green champion group (SEALs)


Four successful outcomes related to the work of the Green Champions per year

Maintain a fun and vibrant Sustainable Environmental Action Leaders (SEALs) group to

Act as a lsquohub of influencersquo to engage staff and embed sustainability across the organisation

Support and advise on ESP delivery particularly staff awareness

Identify key training and development needs for the SEALs to best support delivery of ESP objectives


Review and develop the Green Champions structure and scope of responsibilities to ensure that it continues to be engaging and rewarding for staff and to best support the delivery of the ESP


Renewal program strengthened by sustainability commitments

One Renewal sustainability leadership project confirmed by year 3

One renewal showcase project approved that demonstrates innovation and leadership in sustainability outcomes


All stages in Renewal demonstrate industry best practice in environmental sustainability

Key milestones in design development to include a report on how they have implemented the renewal sustainability framework Renewal construction will embed best practice environmental risk management in contracts and implementation


E M B E D I N O U R B U S I N E S S

The ESP implementation involves staff and processes across all our business We will encourage staff to embed

the principles of efficiency responsibility and care for people and the environment in everything we do This will also foster innovation

leadership depth and strength in our organisation

29

uarr The Sustainable Environment Action Leaders (SEALs) is the staff Green Champions group that helps to embed sustainability

across the organisation Photo by Daniel Boud

30 as assessed by internal audit not by external certification


Focus on precinct partnerships to achieve greater outcomes

At least one sustainability engagement initiative with food and beverage operators per year

Focused food and beverage engagement to implement practical initiatives to reduce our shared environmental footprint


At least one resident company engagement initiative

Engage with resident companies to understand their needs and interests and strengthen relationships If opportunities identified work on mutual environmental projects together

Yr 1 Director Performing Arts

Strategic partners to enhance outcomes through greater resourcing

At least two partnership applications to support delivery of ESP objectives per year

Engage with government private donors and corporate supporters to seek funding or strategic sponsors to deliver the ESP outcomes

Actively seek a partner to work together towards carbon neutral2023

Yr 1-3 Director Engagement amp Development

Actively share ideas with peers

Participate in one major peer engagement event per year

At least one tangible outcome from peer engagement activities

Seek strategic opportunities to share lessons and challenges with peers from performing arts and cultural organisations government and building management to work towards collective environmental improvement


Collaborate with not for profit organisations for strategic partnerships

One collaborative initiative with a not for profit or community organisations per year

Strengthen partnerships with strategically aligned not for profit organisations to achieve tangible outcomes

Review House Mates staff giving environmental charity to include identified strategic partners


P A R T N E R S

The Opera House aims to further enhance its environmental outcomes through working

with key stakeholders and strategic partners in Australia and globally The Opera House aims to also cultivate opportunities to work together with the community

and not for profit partners

31

larr The awarding of the 4 Star Green Star Performance rating by the Green Building Council of Australia (GBCA) was announced jointly by NSW Deputy Premier and Minister for the Arts Troy Grant GBCA Chief Executive Officer Romilly Madew and Sydney Opera House Building Director Greg McTaggart on stage in the Concert Hall in August 2015 The Opera House works with partners including government and industry to achieve greater outcomes Photo by Prudence Upton


Demonstrate leadership in building management

Achieve Five Star Green Star Performance certification from GBCA by 2018

Work towards recertification by Green Building Council of Australia for Green Star Performance in 2018 aiming for a 5 Star rating Engage and develop staff capacity in industry best practice through the process


Demonstrate commitment to sustainability in events

Demonstrate environmental commitment in events at least once per year

Implement initiatives to reduce the impact of the production of events undertaken at least once per year Seek ways to communicate and demonstrate our sustainability commitment to audiences within their Opera House experience Investigate relevant sustainable event benchmarks to assess value in applying to our events

Yr 1-3 Director Performing Arts

Education and Tours

Carbon Neutral Kids at the House Events Program in 2019

A pilot carbon neutral kids and families production in Yr 1 with Creative Learning education activities that allow artists students and audiences to engage and contribute Review the Year 1 pilot to streamline and expand the initiative towards a carbon neutral Kids at the House program in 2019 (Yr 2-3)


5 Kids at the House works with environmental themes presented

Continue sustainability as an ongoing theme in Kids at the House program


500 students use Opera House sustainability learning resources by year 3

Educational resources developed for levels K1-12 and families in partnership with teachers to meet National Curriculum objectives Develop website learning materials for secondary or tertiary education


Head Children Families amp Creative Learning

One professional learning placement or project per year

Work with universities and education institutions to create a framework for opportunities for students or young people embarking on their careers to develop sustainability experience and awareness through meaningful internships or projects that support the delivery of the ESP


500 visitors take a sustainability tour by 2019

Develop a Greening the House tour content suitable for education digital format and specialised commercial tours Increase visitor awareness by visitors of the Opera Houses commitment to community and environment by working with Tours to include key environmental stories in the standard public tour


Ideas Four Ideas at the House events with sustainable themes per year

Include sustainability as an ongoing component of the Opera House programming to engage and inspire on issues important to our contemporary culture Seek to engage a broader audience through promoting the sustainability ideas content available online


Communication At least 1 major media article and 1 thought leadership communication per year

Seek opportunities for national media coverage on Opera House sustainability initiatives


Embed in digital strategy

At least 4 pieces of original digital content for online audiences to be released each year

Use existing and new communication channels to raise awareness about Opera House sustainability initiatives Seek to integrate relevant sustainability messages in audience communications before during and after events and experiences


uarr Young visitor enjoying Nature Play created by Edible Kids Gardens as part of the Summer at the House installation 2016 The Kids Families and

Creative Learning team include sustainability as an ongoing theme in their programming Photo by Ken Leanfore

A U D I E N C E S A N D V I S I T O R S

The Opera House has the opportunity to engage the community to increase environmental awareness and influence positive change both on site and far beyond Bennelong Point This plan aims to maximise our influence on positive outcomes through focused initiatives We

will increase awareness of how environmental sustainability is embedded in our business and communicate how this could be implemented in other businesses or homes For the first time the ESP has a focus on education and awareness for young people as we believe that inspiring

the future generations is key to moulding a better future

33


Scope The ESP covers Sydney Opera House the Opera House Precinct and all offsite leased spaces (offices and storage) that support the Opera Housersquos operations for the time period of 1 July 2016 to 30 June 2019

Overall responsibility for the ESP lies with the CEO and Executive Team All staff are responsible for its implementation

More InformationWe are committed to openly sharing information and learning from others If you would like further information or have feedback or ideas please contact us on the details below

Manager Environmental Sustainability Sydney Opera House Bennelong Point GPO Box 4274 Sydney NSW 2001

sustainabilitysydneyoperahousecom

larr Sydney Opera House Photo by Jack Atleyuarr Photo by Rune Svendsenm a finalist in the lsquoInspired by Naturersquo photography competition 2016

35

Sydney Opera HouseBennelong PointSydney NSW 2000AustraliaT 61 2 9250 7111sydneyoperahousecom

Keep in touch

3

Sydney Opera HouseEnvironmental Sustainability Plan2017ndash19

Con

tent

s

CEO Message 5

Who We Are 6

Our Story 8

Our Achievements 10

Sustainability in the Decade of Renewal 12

Environmental Sustainability Plan 2017ndash19 14

Energy 16

Water 17

Materials and Procurement 18

Waste 20

Climate Change 22

Transport 23

Nature 24

People 25

Manage Risk 26

Embed in our Business 28

Partners 30

Audience and Visitors 32

More Information 35





















5









W H O W E A R E

7


O U R S T O R Y










rdquo9






Developed a pilot


11

7

Launched SEALs




Less electricity



E M B E D


From 2 to 8

Recycling streams




2065to






lights

Our

Ach

ieve

men

tsI N S P I R E



39100

123500




2

6 0 0






O F R E N E W A L



By 2023 we will

ESP 17-19

Focus Areas



Energy Efficiency

Water

Manage Risk



Materials

Waste

Embed in Business



Climate Change

Transport

Partners

Nature

People



13





P L A N 2 0 1 7 ndash 1 9









15













E N E R G Y













W A T E R


17




18









Director Building































19

larr


























Y1-3 All Directors

larr


W A S T E




21

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch





















5









W H O W E A R E

7


O U R S T O R Y










rdquo9






Developed a pilot


11

7

Launched SEALs




Less electricity



E M B E D


From 2 to 8

Recycling streams




2065to






lights

Our

Ach

ieve

men

tsI N S P I R E



39100

123500




2

6 0 0






O F R E N E W A L



By 2023 we will

ESP 17-19

Focus Areas



Energy Efficiency

Water

Manage Risk



Materials

Waste

Embed in Business



Climate Change

Transport

Partners

Nature

People



13





P L A N 2 0 1 7 ndash 1 9









15













E N E R G Y













W A T E R


17




18









Director Building































19

larr


























Y1-3 All Directors

larr


W A S T E




21

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch









W H O W E A R E

7


O U R S T O R Y










rdquo9






Developed a pilot


11

7

Launched SEALs




Less electricity



E M B E D


From 2 to 8

Recycling streams




2065to






lights

Our

Ach

ieve

men

tsI N S P I R E



39100

123500




2

6 0 0






O F R E N E W A L



By 2023 we will

ESP 17-19

Focus Areas



Energy Efficiency

Water

Manage Risk



Materials

Waste

Embed in Business



Climate Change

Transport

Partners

Nature

People



13





P L A N 2 0 1 7 ndash 1 9









15













E N E R G Y













W A T E R


17




18









Director Building































19

larr


























Y1-3 All Directors

larr


W A S T E




21

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch

O U R S T O R Y










rdquo9






Developed a pilot


11

7

Launched SEALs




Less electricity



E M B E D


From 2 to 8

Recycling streams




2065to






lights

Our

Ach

ieve

men

tsI N S P I R E



39100

123500




2

6 0 0






O F R E N E W A L



By 2023 we will

ESP 17-19

Focus Areas



Energy Efficiency

Water

Manage Risk



Materials

Waste

Embed in Business



Climate Change

Transport

Partners

Nature

People



13





P L A N 2 0 1 7 ndash 1 9









15













E N E R G Y













W A T E R


17




18









Director Building































19

larr


























Y1-3 All Directors

larr


W A S T E




21

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch





Developed a pilot


11

7

Launched SEALs




Less electricity



E M B E D


From 2 to 8

Recycling streams




2065to






lights

Our

Ach

ieve

men

tsI N S P I R E



39100

123500




2

6 0 0






O F R E N E W A L



By 2023 we will

ESP 17-19

Focus Areas



Energy Efficiency

Water

Manage Risk



Materials

Waste

Embed in Business



Climate Change

Transport

Partners

Nature

People



13





P L A N 2 0 1 7 ndash 1 9









15













E N E R G Y













W A T E R


17




18









Director Building































19

larr


























Y1-3 All Directors

larr


W A S T E




21

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch


O F R E N E W A L



By 2023 we will

ESP 17-19

Focus Areas



Energy Efficiency

Water

Manage Risk



Materials

Waste

Embed in Business



Climate Change

Transport

Partners

Nature

People



13





P L A N 2 0 1 7 ndash 1 9









15













E N E R G Y













W A T E R


17




18









Director Building































19

larr


























Y1-3 All Directors

larr


W A S T E




21

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch


P L A N 2 0 1 7 ndash 1 9









15













E N E R G Y













W A T E R


17




18









Director Building































19

larr


























Y1-3 All Directors

larr


W A S T E




21

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch













E N E R G Y













W A T E R


17




18









Director Building































19

larr


























Y1-3 All Directors

larr


W A S T E




21

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch

18









Director Building































19

larr


























Y1-3 All Directors

larr


W A S T E




21

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch

























Y1-3 All Directors

larr


W A S T E




21

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch

























Director Building









T R A N S P O R T


23































25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch






























25



26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch

26

















M A N A G E R I S K




27


28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch

28














Skills and training






























29



























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch

























P A R T N E R S




31











Education and Tours

































33








35


Keep in touch










Education and Tours

































33








35


Keep in touch








35


Keep in touch


Keep in touch

Sydney Opera House Environmental Sustainability Plan · PDF fileSydney Opera House...

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Transcript of Sydney Opera House Environmental Sustainability Plan · PDF fileSydney Opera House...